top message - global.yamaha-motor.com€¦ · at the same time, we are facing an era of major...

Top Message

To achieve a sustainable society, wecommit to various internationalagreements and strive to become acompany that earns society's trust.Yoshihiro Hidaka

President, Chief Executive Officer and Representative Director,

Yamaha Motor Co., Ltd.

Activities for Stakeholders

Approach to CSR

Customers

Striving to Bring Kando to Our Customers

Shareholders and Investors

Engaging in Active Communication

Employees

Creating Workplaces That Respect Diversity

Sustainability(Initiatives for sustainability)

© Yamaha Motor Co., Ltd. 1

Environmental, Social, and Governance Issues

Environment

Social

Business Partners

A Spirit of Fairness and Cooperation

The Community

The Bonds for Creating and Sharing Kando The Environment

Achieving Sustainable Growth WhichHarmonizes People with Nature

Cooperating with

International Initiatives

Sustainable Development Goals

(SDGs)

Participating in the UN Global

Compact

Commitment of Participation in the

Science Based Targets initiative

(SBTi)

Supporting the TCFD

External Assurance Third-Party ESG

(Environmental, Social,

and Governance)

Evaluations

Environmental Policy Plans and Performance Environmental Management

Climate Change Environmental Pollution Biodiversity

Water Resource Promoting Environmental Awarenessand Participation among Employees

Contributing to Local Communities Human Rights Nurturing Personnel


Environment

Social

Business Partners


The Community



Cooperating with



(SDGs)


Compact



(SBTi)

Supporting the TCFD



and Governance)

Evaluations






Governance

Download the recent reports and past sustainability reports

LatestNews

© Yamaha Motor Co., Ltd.

Diversity Occupational Health and Safety Workforce

Responding to Customers Supply Chain Creating Healthy Society through Sports(Yamaha Motor Foundation for Sports)

Corporate Governance Risk Management Compliance

Anti-Corruption Tax Matters

Downloads

August 7, 2019

2019 Sustainability Website (PDF) uploaded

May 31, 2019

Sustainability Website updated

December 19, 2018

Yamaha Motor Group Environmental Plan 2050 uploaded

April 27, 2018

Green Procurement Guidelines (19th revision) uploaded

ISO26000 Reference Table


Environment

Social

Business Partners


The Community



Cooperating with



(SDGs)


Compact



(SBTi)

Supporting the TCFD



and Governance)

Evaluations






Top MessageTo realize a sustainable society

Yoshihiro HidakaPresident, Chief ExecutiveOfficerand Representative Director,Yamaha Motor Co., Ltd.

The Yamaha Motor Group’s corporate mission is to be a “Kando* Creating Company –

Offering new excitement and a morefulfillinglife for people all over the world,” and we

operate under three management principles: Creating value that surpasses customer

expectations; Establishing a corporate environment that fosters self-esteem; and

Fulfillingsocialresponsibilities globally. Based on this corporate philosophy, we have

constantly pursued new challenges, leading to the opening of new markets, the

creation of unique products, and the development of a wide range of businesses. Our

company as it exists today was built on this history.

At the same time, we are facing an era of major transformation.

The Paris Agreement to combat climate change, adopted in December 2015 at the

2015 United Nations Climate Change Conference, also known as COP 21 (the 21

yearly session of the Conference of the Parties (COP) to the 1992 United Nations

Framework Convention on Climate Change (UNFCCC)), set a target of holding the rise

in the average global temperature to less than 2°C. And now there are reports stating

that we must hold warming to under 1.5°C. Additionally, in 2015, the “2030 Agenda for

Sustainable Development” was adopted at a UN summit. The agenda lists sustainable

development goals (“SDGs”) for the international community to achieve by 2030.

Under these circumstances, in 2018, we formulated a new long-term vision looking

out to 2030. In this vision, we included the phrase “Art for Human Possibilities” to

reiterate our commitment to solving societal issues and achieving continuous growth

by creating Kando in a way unique to Yamaha. This phrasesignifiescreating better

societies and better lives using Advanced Robotics, by Rethinking Solutions to societal

issues in a unique Yamaha way, and expanding human possibilities by Transforming

Mobility. Under this vision, we haveidentified“environmental & resources issues,”

“transportation, education, & industrial issues,” “innovation issues,” and “work method

issues” as four important issues that the Yamaha Motor Group should be helping with.

In 2017, the Yamaha Motor Group signed the 10 Principles of the United Nations

Global Compact covering human rights, labor, the environment, and anti-corruption. As

a company doing business globally, we must be aware of and comply with this

framework at all times, throughout our supply chain.

Going forward, we will engage in a commitment to international agreements, while

emphasizing harmony with local communities, society at large and the global

environment, and promote activities that will lead to the realization of a sustainable

society, to become a company that earns the trust of stakeholders.

*Kando is a Japanese word for the simultaneous feeling of deep satisfaction and intenseexcitement that we experience when we encounter something of exceptional value.

st

Top｜ Top Message｜ Approach to CSR｜ Customers｜ Shareholders and Investors｜ Employees｜ Business Partners｜

The Community｜ The Environment｜ Corporate Governance｜ Risk Management｜ Compliance｜

Sustainable Development Goals (SDGs)｜ Participating in the UN Global Compact｜ External Assurance｜


Approach to CSRIntroducing Yamaha Motor Group’s stance on CSR and its philosophy

Since our founding, our “Company Pledge” has called on all employees to contribute to society through our corporate

activities.

The Yamaha Motor Group has worked to create diverse value through engineering, manufacturing and marketing based on

our Corporate Mission: Offering new excitement and a morefulfillinglife for people all over the world. Our three Management

Principles — surpassing our customers’ expectations, fostering employeeself-esteemandfulfillingglobalsocial

responsibilities — embodies our stance towards our customers, employees, and society. Our Corporate Mission, Management

Principles, and Action Guidelines add up to our “Corporate Philosophy.”

The Yamaha Motor Group believes the Corporate Social Responsibility (CSR) to be expected of us is a contribution to

sustainable development of society through our business activities based on our “Corporate Philosophy.” Our Basic Policies of

CSR reflecttheespeciallyimportant social responsibility we owe to our stakeholders.

Basic Policies of CSR

The Yamaha Motor Group strives to contribute to the sustainable development of society through our business activities

based on our corporate philosophy and to always abide by the letter and spirit of domestic and international laws and

regulations. We are dedicated to earning the trust of the global community, and we place great value on communicating with

all stakeholders.

We expect all of our business partners to share our principles and to act in accordance.

Customers

Shareholders and

We offer new excitement and a morefulfillinglife for people all over the world through high-qualityproducts and services that combine safety and innovation.

We provide practical, helpful information about products and services to customers.

We make every effort to protect the personal information of our customers and others involved in ourbusiness.

We aim to deliver stable, long-term growth to enhance corporate value.


Investors

Employees

Business Partners

The Community

The Environment


We disclose appropriate corporate operational resultsandfinancialstatusinatimelymanner.

We provide equal employment opportunities to build a diverse and discrimination-free workforce.

We provide fair working conditions while maintaining and improving a safe and healthy workingenvironment.

We maintain respect for human rights and never tolerate child labor or forced labor in any form.

We work toward building success for both our employees and the Company through honestcommunication and dialogue founded on mutual trust.

We respect our suppliers, dealers, and other business partners and aim to build mutual long-termgrowth founded on mutual trust.

We maintain an open door to new business partners around the world and choose companies basedon comprehensive value, regardless of nationality or size.

We respect the competition laws of each nation and region and maintain fair business practices.

We honor the culture and customs of every country and community, and we strive as a corporatecitizen to act in balance with society.

We work to contribute to the development of sound communities by providing means of mobility,creating employment opportunities,andfulfillingourtaxobligations.

We promote social action programs including personal mental and physical development,environmental preservation and safety activities, as well as supporting private initiatives undertakenby employees.

We maintain honest and fair relationships with government agencies and public authorities.

We develop environmental technologies to create products that balance economic needs withenvironmental well-being.

We aim to minimize the environmental impacts of our operations and makeefficientuseoflimitednatural resources.

We form wide-ranging partnerships with communities around the world to perform environmentalconservation activities.

Corporate Philosophy Basic Policies of InternalControl PDF (153KB)




Approach to CSRIntroducing Yamaha Motor Group’s stance on CSR and its philosophy

Since our founding, our “Company Pledge” has called on all employees to contribute to society through our corporate

activities.

The Yamaha Motor Group has worked to create diverse value through engineering, manufacturing and marketing based on

our Corporate Mission: Offering new excitement and a morefulfillinglife for people all over the world. Our three Management

Principles — surpassing our customers’ expectations, fostering employeeself-esteemandfulfillingglobalsocial

responsibilities — embodies our stance towards our customers, employees, and society. Our Corporate Mission, Management

Principles, and Action Guidelines add up to our “Corporate Philosophy.”

The Yamaha Motor Group believes the Corporate Social Responsibility (CSR) to be expected of us is a contribution to

sustainable development of society through our business activities based on our “Corporate Philosophy.” Our Basic Policies of

CSR reflecttheespeciallyimportant social responsibility we owe to our stakeholders.

Basic Policies of CSR

The Yamaha Motor Group strives to contribute to the sustainable development of society through our business activities

based on our corporate philosophy and to always abide by the letter and spirit of domestic and international laws and

regulations. We are dedicated to earning the trust of the global community, and we place great value on communicating with

all stakeholders.

We expect all of our business partners to share our principles and to act in accordance.

Customers

Shareholders and

We offer new excitement and a morefulfillinglife for people all over the world through high-qualityproducts and services that combine safety and innovation.

We provide practical, helpful information about products and services to customers.

We make every effort to protect the personal information of our customers and others involved in ourbusiness.

We aim to deliver stable, long-term growth to enhance corporate value.


CustomersIntroducing our initiatives to provide value through Monozukuri (engineering, manufacturing and marketing) and services, and to promote safe driving

Aiming to be an engineering, manufacturing and marketing enterprise thatgives customers a sense of Kando*

The Yamaha Motor Group’s product quality and Monozukuri (engineering, manufacturing and marketing) are based on

maintaining ongoing, close relationships with our customers. Going forward, we believe we must continue to strive to enhance

this product quality by taking a customer-oriented approach. To do this, all divisions are striving to raise the quality of the work

they perform.

We will continue to undertake activities that provide a sense of excitement to customers. We will strive to achieve the best

quality possible and realize safety and reliability, based on a customer-oriented approach that emphasizes a deep sense of

emotion in accordance with the spirit of the Yamaha Brand Charter.

*Kando is a Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we experience when we encountersomething of exceptional value.

Providing New Excitement

Yamaha’s corporate mission of being a “Kando Creating Company” is an expression of our desire to offer our customers

around the world products and services that bring joy and unexpected exhilaration of the kind that enriches their lives with new

fulfillment,inharmonywithsocietyandtheenvironment.

Being such a company requires us to constantly uphold our standing as an excellent engineering, manufacturing and

marketing enterprise with a prominent global presence. Product creation begins with the customer. Our task as a manufacturer

is to enhance our competitiveness by maximizing and optimizing the value of the products we provide to customers, in terms

of their appeal, reliability and cost performance, in ways that exceed customer expectations.

Customer satisfaction regarding Yamaha Motorcycles

2015 2016 2017 2018

Satisfiedcustomers 92% 92% 95% 95%

Figures are the percentage of customers in each year who purchased a major motorcycle model in the previous year and gave a customersatisfaction rating of 4 or higher on a scale of 1 (lowest) to 5 (highest) in sampling surveys. (Countries covered: Japan, United States, Germany, France, Spain, Taiwan, China, Brazil, India, Indonesia, Thailand, Vietnam, the Philippines andMalaysia)

Approach to Quality

Yamaha Motor is working daily to improve quality and to provide customerswithpeaceofmindandconfidenceaswellasa

sense of excitement. The Basic Policies for Quality form the standard against which these activities are judged. As Yamaha

Motor’s president has declared, these are Groupwide policies under which “To constantly providepeaceofmind,confidence

Examples of Kando

and a sense of excitement to customers, we strive to achieve the best quality possible, by creating suitable standards of safety

and reliability to realize high-quality products and services effectively, taking a customer-oriented approach that emphasizes a

deep sense of emotion in accordance with the spirit of the Yamaha Brand Charter.”

Under these policies, we formulated the YQ2021 Companywide medium-term quality policy covering the years 2019-2021,

which sets threespecificgoalsforourbusinessactivities:qualitythatprovides exceptional excitement; quality that challenges;

and quality that is trusted.

In addition, the Yamaha Group's Quality Assurance Standards conforming to ISO9001 form the basis for continuous

improvement to quality management systems.

Structure for Improving Quality

The Product Assurance Committee is the highest organization for determining quality assurance Companywide. This

committee deliberates policies and measures for quality, the formulation, revision, and abolishment of Quality Assurance

Standards, and responses to quality-related issues. Its decisions are passed on to persons responsible for quality

management at operating divisions and administrative divisions at Quality Assurance Meetings, and implemented at

manufacturing sites. We have also established a Market Quality Information Oversight Committee, which is authorized by the

President and CEO to investigate and make reports, for the purpose of appropriately maintaining market quality information

processing operations including information regarding product defects in each market and information regarding maintenance

covered by product guarantees.

Quality Enhancement Activities

To ensure that employees have ingrained, quality-related knowledge and skills, training for quality is annually held for new

hires, for employees related to manufacturing two tofive years after being hired, and for persons newly appointed to

management positions. In addition, education and training programs are annually in place to enhance the skills of employees,

to ensure that they are technologically proficientwithregard to quality relatedspecificallyto their type of work and

specialization.

With those programs as a base, all employees undertake the “I am Yamaha” activities for enhancing quality during their

actual work. These activities encourage a strong sense of ownership in every employee, so that each individual believes, “It is I,

and no one else, who is personally responsible for making the Yamaha brand shine.” This attitude, along with a customer-

oriented approach, allows employees to refinetheirpowersofperception (ability to make discoveries) and to enhance the

quality of their work. Both as an organization and as individuals, we will strive to further improve quality by working to:(1)

enhance our customer sense; (2) increase interaction; (3) learn from mistakes; and (4) do high-quality work.

Specifically, this includes the operation of a Learning through Experience Hall that uses product and panel displays to

learn from past mistakes, planning events for interactionwithothercompanies,issuingeducationalleaflets,andconducting

awareness surveys. Moreover, product divisions undertake their own effective activities based on their respective

circumstances, to further increase awareness and create more opportunities for learning.

Approach to Service

The Yamaha Motor Group views after sales service as an important aspect of quality, and that principle is laid out in our Basic

Policies for Quality as “To constantly providepeaceofmind,confidenceandasenseofexcitement to customers, we strive to

achieve the best quality possible, by creating suitable standards of safety and reliability to realize high-quality products and

services effectively.” Under these policies, we have introduced the slogan “One to One Service” for the active creation of

positive relationships with each individual customer. Accordingly, we operate the Yamaha Technical Academy (YTA) program

around the world to train service technicians as per our proprietaryunifiedglobalstandard. Trainers in each country who have

been trained by headquarters hold regular classes for the service staff in their country, so that they acquire technical skills that

are up to Yamaha’sunifiedglobalstandard. This program has three levels of accreditation – Bronze, Silver, and Gold – and

dealers display certificatesshowingthelevel that the dealership has received. In 2018, the percentage of technicians in our 24

major countries with YTA certificationwas76%(ofatargeted80%),andthepercentage of dealerships with a certified

technicianwas84%.


and a sense of excitement to customers, we strive to achieve the best quality possible, by creating suitable standards of safety

and reliability to realize high-quality products and services effectively, taking a customer-oriented approach that emphasizes a

deep sense of emotion in accordance with the spirit of the Yamaha Brand Charter.”

Under these policies, we formulated the YQ2021 Companywide medium-term quality policy covering the years 2019-2021,

which sets threespecificgoalsforourbusinessactivities:qualitythatprovides exceptional excitement; quality that challenges;

and quality that is trusted.

In addition, the Yamaha Group's Quality Assurance Standards conforming to ISO9001 form the basis for continuous

improvement to quality management systems.

Structure for Improving Quality

The Product Assurance Committee is the highest organization for determining quality assurance Companywide. This

committee deliberates policies and measures for quality, the formulation, revision, and abolishment of Quality Assurance

Standards, and responses to quality-related issues. Its decisions are passed on to persons responsible for quality

management at operating divisions and administrative divisions at Quality Assurance Meetings, and implemented at

manufacturing sites. We have also established a Market Quality Information Oversight Committee, which is authorized by the

President and CEO to investigate and make reports, for the purpose of appropriately maintaining market quality information

processing operations including information regarding product defects in each market and information regarding maintenance

covered by product guarantees.

Quality Enhancement Activities

To ensure that employees have ingrained, quality-related knowledge and skills, training for quality is annually held for new

hires, for employees related to manufacturing two tofive years after being hired, and for persons newly appointed to

management positions. In addition, education and training programs are annually in place to enhance the skills of employees,

to ensure that they are technologically proficientwithregard to quality relatedspecificallyto their type of work and

specialization.

With those programs as a base, all employees undertake the “I am Yamaha” activities for enhancing quality during their

actual work. These activities encourage a strong sense of ownership in every employee, so that each individual believes, “It is I,

and no one else, who is personally responsible for making the Yamaha brand shine.” This attitude, along with a customer-

oriented approach, allows employees to refinetheirpowersofperception (ability to make discoveries) and to enhance the

quality of their work. Both as an organization and as individuals, we will strive to further improve quality by working to:(1)

enhance our customer sense; (2) increase interaction; (3) learn from mistakes; and (4) do high-quality work.

Specifically, this includes the operation of a Learning through Experience Hall that uses product and panel displays to

learn from past mistakes, planning events for interactionwithothercompanies,issuingeducationalleaflets,andconducting

awareness surveys. Moreover, product divisions undertake their own effective activities based on their respective

circumstances, to further increase awareness and create more opportunities for learning.

Approach to Service

The Yamaha Motor Group views after sales service as an important aspect of quality, and that principle is laid out in our Basic

Policies for Quality as “To constantly providepeaceofmind,confidenceandasenseofexcitement to customers, we strive to

achieve the best quality possible, by creating suitable standards of safety and reliability to realize high-quality products and

services effectively.” Under these policies, we have introduced the slogan “One to One Service” for the active creation of

positive relationships with each individual customer. Accordingly, we operate the Yamaha Technical Academy (YTA) program

around the world to train service technicians as per our proprietaryunifiedglobalstandard. Trainers in each country who have

been trained by headquarters hold regular classes for the service staff in their country, so that they acquire technical skills that

are up to Yamaha’sunifiedglobalstandard. This program has three levels of accreditation – Bronze, Silver, and Gold – and

dealers display certificatesshowingthelevel that the dealership has received. In 2018, the percentage of technicians in our 24

major countries with YTA certificationwas76%(ofatargeted80%),andthepercentage of dealerships with a certified

technicianwas84%.

In addition, the Yamaha Parts & Accessories Academy is a similar training program covering the parts and accessories

that are essential for after sales service.

Yamaha World Technician Grand Prix

The Yamaha World Technician Grand Prix is one of our activities to deliver even greater customer satisfaction by enhancing

the technical abilities used in daily work by service staff who have been trained at the YTA. The topfinishersatregional

preliminary rounds gather at our headquarters once every two years to compete in a contest to determine the world

champions in the areas of “high level of technical skills,” “easy-to-understand explanations,” and “Kando response.” Service

staff from around the world participate in this competition, and their motivation to be a topfinisherisreflectedintheirdaily

service activities.

Responding to Customers

We want customers to use our products with peace of mind for a long time. This makes a stable supply of parts indispensable.

To prevent shortages for motorcycles, we maintain a minimum of a 10-year supply of parts, and have built a system where

customers can order parts online and have them delivered quickly. For customer convenience, we also keep a parts list

published on the website, so that customers can use a personal computer or smartphone to identify the parts they need and

order them from dealers.

Our service activities also include a “time commitment service,” mainly in the ASEAN region where many people use

motorcycles as a means of daily transportation. For example, we tell the customer, “A regular inspection will take this long,” or

“An oil change will take this long,” committing to the amount of time the customer has given us and not causing stress for the

customer by saying, “We don’tknowwhenitwillbefinished.”

Use of Customer Information

The Yamaha Motor Group views opinions and requests from customers as expressions of their expectations for our products

and services, so we carefully respond to each opinion and request we receive, in the belief that raising the level of customer

satisfaction will lead to trust. Based on this spirit, we undertake various activities to know how customers evaluate and use our

products, and to learn how to improve our products and what kinds of products to make in the future. For example, we send an

Internet survey to customers who have purchased a new product, and in some cases, we may ask the customer in person for a

more detailed evaluation.

Our Customer Communication Center (available only in Japan) handles customer inquiries related to our products and

services, including motorcycles, marine products, electrically power assisted bicycles, generators, and snow throwers.

Comments received from customers are stored in a database, and are made available within the Company so that they can be

used to develop and improve our products and enhance our services.

Riding Safety Promotion Activities

Customer safetyisourfirstpriority, and in addition to enhancing product quality, we continue to put our maximum effort into

activities which explain to customers in an appropriate manner how to use our products correctly.

These efforts include the publication of catalogs and brochures that convey the attractiveness of our products and

product manuals that explain correct product use, as well as safety promotion activities such as riding schools that allow

customers togainfirst-handknowledgeaboutusingourproducts.

The following is an introduction of some of the activities organized by our various businesses that help customers

understand how to use our products properly.

Examples

News Release

Details of the Yamaha World Technician Grand Prix


In addition, the Yamaha Parts & Accessories Academy is a similar training program covering the parts and accessories

that are essential for after sales service.

Yamaha World Technician Grand Prix

The Yamaha World Technician Grand Prix is one of our activities to deliver even greater customer satisfaction by enhancing

the technical abilities used in daily work by service staff who have been trained at the YTA. The topfinishersatregional

preliminary rounds gather at our headquarters once every two years to compete in a contest to determine the world

champions in the areas of “high level of technical skills,” “easy-to-understand explanations,” and “Kando response.” Service

staff from around the world participate in this competition, and their motivation to be a topfinisherisreflectedintheirdaily

service activities.

Responding to Customers

We want customers to use our products with peace of mind for a long time. This makes a stable supply of parts indispensable.

To prevent shortages for motorcycles, we maintain a minimum of a 10-year supply of parts, and have built a system where

customers can order parts online and have them delivered quickly. For customer convenience, we also keep a parts list

published on the website, so that customers can use a personal computer or smartphone to identify the parts they need and

order them from dealers.

Our service activities also include a “time commitment service,” mainly in the ASEAN region where many people use

motorcycles as a means of daily transportation. For example, we tell the customer, “A regular inspection will take this long,” or

“An oil change will take this long,” committing to the amount of time the customer has given us and not causing stress for the

customer by saying, “We don’tknowwhenitwillbefinished.”

Use of Customer Information

The Yamaha Motor Group views opinions and requests from customers as expressions of their expectations for our products

and services, so we carefully respond to each opinion and request we receive, in the belief that raising the level of customer

satisfaction will lead to trust. Based on this spirit, we undertake various activities to know how customers evaluate and use our

products, and to learn how to improve our products and what kinds of products to make in the future. For example, we send an

Internet survey to customers who have purchased a new product, and in some cases, we may ask the customer in person for a

more detailed evaluation.

Our Customer Communication Center (available only in Japan) handles customer inquiries related to our products and

services, including motorcycles, marine products, electrically power assisted bicycles, generators, and snow throwers.

Comments received from customers are stored in a database, and are made available within the Company so that they can be

used to develop and improve our products and enhance our services.

Riding Safety Promotion Activities

Customer safetyisourfirstpriority, and in addition to enhancing product quality, we continue to put our maximum effort into

activities which explain to customers in an appropriate manner how to use our products correctly.

These efforts include the publication of catalogs and brochures that convey the attractiveness of our products and

product manuals that explain correct product use, as well as safety promotion activities such as riding schools that allow

customers togainfirst-handknowledgeaboutusingourproducts.

The following is an introduction of some of the activities organized by our various businesses that help customers

understand how to use our products properly.

Examples

News Release

Details of the Yamaha World Technician Grand Prix


Motorcycles Personal Watercraft SSV and ATV





Promoting SafetyIntroducing the approach and policies related to customer relations

Promoting Safety

YRA: For Safe Riding, Now and Going Forward

In addition to achieving its corporate mission of being a “Kando Creating Company,” Yamaha Motor strives to fulfill its social

responsibility to enable customers to ride safely. Testament to this commitment is Yamaha Riding Academy (YRA) which runs

safe riding courses around the world. To ensure that our products are used properly, safely and enjoyably, and serve our

customers well, we offer a wide range of activities including safe riding courses for general customers, classroom instruction

for companies and organizations that use our products commercially, and courses to train instructors at affiliates around the

world.

YRA Instructor Hierarchy

We have established a YRA instructor hierarchy to support quality YRA activities around the world. In addition to riding ability,

instructors are required to be certified in the following skills:

The YRA instructor hierarchy has three levels of certification:

YMC Trainers (YMC = Yamaha Motor Company)

YMC trainers are from YMC, and visit affiliates around the world to conduct training for and certify trainers and instructors.

Trainers

Sustainable Development Goals (SDGs)

Understanding and being able to explain YRA’s philosophy and purposeManners and rules for dealing with customersHolding and conducting classroom lecturesKnowledge and ability to explain safe ridingKnowledge and ability to explain and demonstrate safe ridingKnowledge and ability to explain products and pre-ride checks

Trainers are located at affiliates around the world and have been promoted to the rank of instructor after being certified by

YMC trainers.

They train and are authorized to certify instructors in their own companies.

They also hold and conduct YRA classroom lectures for customers.

Instructors

Instructors are certified by YMC trainers or trainers from their own companies, and are located at affiliates around the

world.

They hold and conduct YRA classroom lectures for customers.

YRA Instructor Certification

Basic YRA Programs

YRA has a broad range of students, from beginners, current riders, return riders and children to companies and organizations,

that use motorcycles for commercial purposes.

Basic YRA programs are held based on the needs of the customers taking the course and the characteristics of the

products being used.

Actual riding instruction is carried out in cooperation with local Yamaha affiliates, founded on basic YRA programs and

taking into consideration customer needs, traffic safety issues, and other local circumstances.

Taiwan

Safe riding instruction for purchasers oflarge motorcycles

Brazil

Training for police officers

Japan

Lessons for return riders and beginners


Trainers are located at affiliates around the world and have been promoted to the rank of instructor after being certified by

YMC trainers.

They train and are authorized to certify instructors in their own companies.

They also hold and conduct YRA classroom lectures for customers.

Instructors

Instructors are certified by YMC trainers or trainers from their own companies, and are located at affiliates around the

world.

They hold and conduct YRA classroom lectures for customers.

YRA Instructor Certification

Basic YRA Programs

YRA has a broad range of students, from beginners, current riders, return riders and children to companies and organizations,

that use motorcycles for commercial purposes.

Basic YRA programs are held based on the needs of the customers taking the course and the characteristics of the

products being used.

Actual riding instruction is carried out in cooperation with local Yamaha affiliates, founded on basic YRA programs and

taking into consideration customer needs, traffic safety issues, and other local circumstances.

Taiwan

Safe riding instruction for purchasers oflarge motorcycles

Brazil

Training for police officers

Japan

Lessons for return riders and beginners


Thailand

Courses for acquiring a rider’s licenseIndia

Children and family traffic safetyprogram





Thailand

Courses for acquiring a rider’s licenseIndia

Children and family traffic safetyprogram





TaiwanIntroducing the approach and policies related to customer relations

Taiwan

The market for large motorcycles in Taiwan is growing, but this increase is leading to concerns of a rise in trafficaccidents.

Many of our customers have been riding 125cc-class scooters and are now moving up to large scooters or motorcycles,

but are unfamiliar with handling larger vehicles or operatingtheclutch.

Yamaha Motor TaiwanCo.,Ltd.(YMT) is selling the TMAX, MT-07, and YZF-R3, and offers YRA safe riding courses to

customers who purchasethesemodels.

This includes both classroominstruction(YSRS) and hands-on lessons in riding techniques, to raise customers’

awareness of safe riding as well as their knowledge and ability to enjoy our products safely.

During 2016, we held 30 courses for 198 participants, many of whom said the course was veryuseful.

© Yamaha MotorCo.,Ltd.

More about YMT’s YRA in Taiwan





BrazilIntroducing the approach and policies related to customer relations

Brazil

In October and December 2016, we held the YRA Offroad Special Training for Police, wherepoliceofficersandfirefightersin

Brazil were taught how to use motorcycles safely, correctly, and effectively.

With local trainers fromouraffiliateinBrazil, Yamaha Motor do Brasil Ltda. (YMDB), as instructors,20policeofficersand

firefightersworked on developing their off-roadridingskills.

Road surfaces and pavements in Brazil are often in poor condition, and there are many off-road situations in which

motorcycles aresuitedforpoliceandfirefightingoperations, creatinganeedforskillsinfast,safe riding. The course consisted

of the basic YRA program plus additional curricula in line with local requirements as determined by the local police and YMDB.

By teaching safe riding utilizing the special features of Yamaha products, we were able to contribute to the smooth

operation of public activities.


More about YMDB’s YRA in Brazil





JapanIntroducing the approach and policies related to customer relations

Japan

In Japan, Yamaha Motor offers lessons to promote safe riding, primarily for return riders and beginners.

Return riders are mostly people in their 40s and 50s, who have taken up riding again after stopping because of factors like

work, marriage and raising children. Such riders have been increasing in number in recent years.

During this long break, their physical strength and riding skills decline, and motorcycles change. Riding a motorcycle

without being aware of this decline raises concerns over increased accidents as a result of avoidable mistakes.

On the other hand, there are also customers who have obtained their motorcycle license but arenotconfidentoftheir

riding ability and are afraid to go out on public roads. These inexperienced riders are therefore hesitant to take the next step of

purchasing a motorcycle. A problem facing such people in Japan is that despite obtaining their motorcycle license at a driving

school, they do so without having any riding experience on public roads, and therefore have to learn on public roads by

themselves.

During 2016, we held 27 classes, where some 276 customers learned how to ride enjoyably and safely.

The most popular course is called “Lesson & Touring,” wherestudentsfirstreview riding basics on a course, and then go

on a short ride on public roads supported by instructors. Students who have taken this course have said, “It has been a long

time, so this was good practice,”and“Thiswasmyfirsttimeto ride on public roads, but with the instructor’s support I was able

toridewithpeaceofmind,andnowamconfidentofmyability.”

More about YRA in Japan


ThailandIntroducing the approach and policies related to customer relations

Thailand

Yamaha Riding Academy (YRA) is a training facility, located on the grounds of Thai Yamaha Motor in Samutprakarn province.

At the time it was built, Thailand had more than 70,000 motorcycle accidents annually. Thai Yamaha Motor has been active in

promoting safe motorcycle riding, since 2005, and has been offering safe riding courses 40 to 50 times per year, as well as

holdingofficialtestsandissuingcertificateofqualificationforqualifiedriders.Toexpandandenhancethequalityofthese

activities, Yamaha Riding Academy was established in August 2008 as the Group’sfirstoverseas training facility.

At YRA, we offer a wide range of programs for customers who have yet to obtain a rider’s license and for veteran riders who

already own a motorcycle, as well as programs on how to safety ride scooters and large capacity motorcycles.

One of these programs involves assisting riders to obtain a license.

In addition to providing instructions toward getting a license, this program has an online system connected to the Thai Ministry

of Transport, allowing customers to take the license test on-site.


The instructors at YRA are also active outside the facility grounds, such as organizing activities to help promote safe riding at

vocational schools and holding motorcycle classes for children at various events.

Yamaha dealerships and the Thai Ministry of Transport are also working together to help customers obtain a motorcycle

license, especially in rural areas.


More about TYM’s YRA





IndiaIntroducing the approach and policies related to customer relations

India

YCSP (Yamaha Children Safety Program)

Yamaha Riding Academy is offering road safety programs for children. Here in India, we developed this activity uniquely and

more creatively.

Zippy! A Mascot created by the kids, for the kids! It acts as a tutor to help educate children on sensible attitudes toward

road safety and trafficrulesinamore fun and interactive way.

YCSP (Yamaha Children Safety Program) is to promote awareness of road safety and we are nurturing the kids right from their

budding stages.

Yes! We are more concerned about road safety of our future citizens. At Yamaha, we are committed to create and

inculcate proper road safety awareness among the kids and to transform them into more responsible citizens thus paving a

way for safer roads in India. In 2016, we had more than 50,000 kids participate in 275 activities.

YFSP (Yamaha Family Safety Program)

A Corporate Social Responsibility (CSR) initiative by YMIS(Yamaha Motor of India Sales Private LTD), promotes and assists

safety activities that prevent road accidents to larger extent. We connect with family and kids through our uniquely designed

programs that strive to inculcate safe and responsible riding among all the sections of the society.

In YCSP (Yamaha Children Safety Program) , an integral part of YFSP (Yamaha Family Safety Program) is to promote road

safety and we are nurturing the kids right from their budding stages. Here, we encourage the kids to come up with more

creative ways of incorporating road safety themes into their drawing and dancing. The idea is to induce safety into their

subconscious mind.

IndiaIntroducing the approach and policies related to customer relations

India

YCSP (Yamaha Children Safety Program)

Yamaha Riding Academy is offering road safety programs for children. Here in India, we developed this activity uniquely and

more creatively.

Zippy! A Mascot created by the kids, for the kids! It acts as a tutor to help educate children on sensible attitudes toward

road safety and trafficrulesinamore fun and interactive way.

YCSP (Yamaha Children Safety Program) is to promote awareness of road safety and we are nurturing the kids right from their

budding stages.

Yes! We are more concerned about road safety of our future citizens. At Yamaha, we are committed to create and

inculcate proper road safety awareness among the kids and to transform them into more responsible citizens thus paving a

way for safer roads in India. In 2016, we had more than 50,000 kids participate in 275 activities.

YFSP (Yamaha Family Safety Program)

A Corporate Social Responsibility (CSR) initiative by YMIS(Yamaha Motor of India Sales Private LTD), promotes and assists

safety activities that prevent road accidents to larger extent. We connect with family and kids through our uniquely designed

programs that strive to inculcate safe and responsible riding among all the sections of the society.

In YCSP (Yamaha Children Safety Program) , an integral part of YFSP (Yamaha Family Safety Program) is to promote road

safety and we are nurturing the kids right from their budding stages. Here, we encourage the kids to come up with more

creative ways of incorporating road safety themes into their drawing and dancing. The idea is to induce safety into their

subconscious mind.


More about IYM’s YRA

Top｜ Top Message｜ Approach to CSR｜ Customers｜ Shareholders and Investors｜ Employees｜

Business Partners｜ The Community｜ The Environment｜ Corporate Governance｜ Risk Management｜

Compliance｜ Sustainable Development Goals (SDGs)｜ Participating in the UN Global Compact｜

External Assurance｜


Shareholders and InvestorsA page with links to IR information

Shareholders and Investors

In order to ensure accountability by providing shareholders and investors with appropriate, accurate and timely information,

Yamaha Motor has established a specialized division which engages in IR activities inside as well as outside Japan.

In addition to the annual shareholders’ meeting and quarterlyearningsbriefings,thedivisionholdsIRmeetingswith

investors from within and outside of Japan, and organizesbusinessbriefings.Furthermore, the division discloses IR

information on the Company’s website, operates a website to provide information to individual investors, and makes videos of

earningsbriefingsandbriefingsforindividualinvestors publicly available, in an effort to proactively disseminate information so

that even more shareholders and investors have a better understanding of Yamaha Motor’s business strategies.

Since 2017, a full-time investor relations (IR) staff has been employed in Tokyo to be actively engaged with shareholders

and investors through constructive dialog and by holding events like small meetings with several institutional investors

simultaneously to discuss environmental, social, and governance (ESG) issues. In addition, IR staff visit shareholders and

investors in the United Kingdom, the United States, and other overseas locations, for direct engagement on ESG and other

issues.

Yamaha Motor has established the Employee Shareholding Association in order for staff to build up their assets as well as

have them further increase their engagement with the Company by having an awareness of participating in management.

Through this initiative, employees making a greater contribution to business performance will be one factor driving an

increase in the Company share price, which will also lead to increased value of the assets held by employees.

Information for shareholders and investors is available on the websites below


Long-term Vision / Medium-term Management Plan (2019-2021) PDF

Video of Presentation, Long-term Vision / Medium-term Management Plan (2019-2021) MOVIE

Disclosure Policy Dividend Policy For Investors (index page)





EmployeesIntroducing the approach and policies related to employees

Employees

Global perspective and respect for diversity

The Yamaha Motor Group strives to create workplaces that respect diversity, with the aim of achieving an organizational

structure that is based on the sharing of ideas and equally high ambitions and spirit, cooperation, and joy in our work among

the Company and its employees from a global perspective.

Multifaceted Human Resources Development

As our business becomes increasingly global in scale, we believe we need to step up our efforts in areas such as human

resources development, for which we are expanding our human resources development programs each year to address

employees in a variety of positions.

Specifically, our programs include stratified training, training to refine specific functional skills, and training systems that

develop human resources who are able to work at the global level through fourth-year-employee overseas experience and

working as an overseas trainee, as well as coaching to enhance performance as an organization with cohesive teamwork.

This coaching was implemented full-scale in 2017 as a tool to make managers fully functional as the middle management

in the organization, and is producing solid results.

Training hours per employee to enhance employees' capabilities (total training hours / No. of Yamaha Motor employees)

in 2018 was 8.8 hours (excluding compliance training, training related to health and safety laws and regulations, and training

for new hires).

YMC HR Development Program


The Number of Participants in YMC HR DevelopmentProgram 2018

Global/Selection (Except “Study Abroad” and “OverseasTrainees”)

223

Teamwork 56

Professional 2,198

Stratified Trainings (Except “New Employees Trainings”) 484

Self Value Design (Except “Self Value Challenge” and“Career Survey”)

995

Employee Motivation

In response to the question, “Are you motivated in the performance of your job?”, with a score of (5) for “Highly motivated,” (4)

for “Somewhat motivated,” (3) for “Neither motivated nor not motivated,” (2) for “Not very motivated,” and (1) for “Not at all

motivated.”

Percentage of employees replying, “Highly motivated” or “Somewhat motivated” in response to the question, “Are you

motivated in the performance of your job?”

2015: 81.3%, 2016: 69.5%, 2017: 72.0%, 2018: 69.9%

According to the third party of employee survey, the pass grade is employees’ average score of 3.5 and the employee rate

chosen “highly motivated” or “somewhat motivated” is around 55%. Therefore, our target sets as keeping 3.5 as average and

55% of highly or somewhat motivated employee.

The choice “Neither motivated nor not motivated” was added in 2016.

Workplaces Thriving on Diversity

Based on our fundamental belief that “all corporate activity originates first of all with and for people,” we have clearly defined

our stance on human rights in its Basic Policies of CSR and Code of Ethics. Moreover, to maintain continuous growth, we

believe it is important that our workforce incorporates diverse viewpoints and values, reflecting different experiences, skills,

and attributes.

To achieve this, we have developed and implemented common management development programs around the world and

introduced global human resource systems to train and hire talented staff, as we work to build an organization that utilizes

global experience and knowledge.

Utilizing Global Human ResourcesSince 2012, the Yamaha Motor Group has held meetings of the Global Executive Committee (GEC) as a venue for Japanese

and local executives to discuss Group issues. In this committee, top management from the Group’s core companies deliberate

and consider topics related to global management that will later be deliberated at the Management Committee. Our brand

slogan “Revs your Heart” was adopted following consideration of the GEC.

For management positions, we promote to recruit superior personnel regardless of their nationality or place of birth, and

were working toward the goal of having local managers fill 60% of management positions at overseas subsidiaries by 2018.

We are also pursuing global integration of the Group’s core positions, and since 2016 have been recruiting employees from

overseas bases for headquarters positions at the general manager level and above.

*


As of the end of 2018, we were unable to reach our target for promoting local staff to management positions. We will

continue to work toward achieving this goal.

Promoting Women’s Active ParticipationTo promote active participation by women, we have set and are pursuing targets of doubling the number of women hired for

managerial positions in 2014 by 2020, and to hire three times the 2014 number by 2025. A woman became president of an

overseas Group company for the first time in 2018.

We are creating an environment that facilitates greater performance by women through measures that included setting

women-only recruitment themes for in-house job postings when conducting personnel reassignments in 2017.

Promoting Employment and Raising Motivation for People with DisabilitiesFor people with disabilities, in October 2015, we established Yamaha Motor MIRAI Co., Ltd., to provide a place where they can

participate actively in accordance with their capabilities, and to promote their social independence. The company began full-

scale operations in 2016, and has expanded its areas of business while holding various events such as company tours and

workshop presentations in an effort to enhance the job satisfaction and motivation of employees. In addition, we promote

understanding and cooperation throughout the Group by introducing the activities of Yamaha Motor MIRAI through our bulletin

boards and company newsletters.

Ratio of Employees with Disabilities at Yamaha Motor

Supporting Work-Life Balance

We support career planning that is based on the assumption of mutual confirmation by both the employee and the Company,

and aim to create workplaces that promote a healthy work-life balance.

We are enhancing our systems so that employees can work in ways that suit their individual circumstances, by providing

childcare leave, nursing care leave, and family illness leave, as well as systems such as flexible work time, short working hours,

and the rehiring of employees who resigned to accompany their spouse on overseas postings. We are also working to support

employees raising children through “Wai-Wai Land,” an in-house childcare facility providing broad-based support for both “work

and family.” In 2016, we expanded the size of this facility and increased the number of children who can be accepted. In

addition, certain consolidated subsidiaries have introduced programs allowing employees to work from home.

Our policy is to reduce excessive work hours with the aim of reducing overtime, and in consideration of maintaining

mental and physical health. We have also established Rules Regarding Overtime Work, which are stricter than the legal

requirements, based on labor-management consultations. In addition, the Labor-Management Committee on Working Hours,

comprising participants from both the labor union and the Company, meets every month to confirm the present state of

working hours.

Regarding the use of paid leave, we comply with the Work Style Reform Act, set targets between employees and

management based on the Act, and promote the taking of paid leave through initiatives including a system for taking

consecutive days of paid leave.

In particular, we are raising awareness and increasing the effectiveness of this system by sending special notices to those

eligible for five consecutive days of paid leave.

Main Work-Life Balance Support Programs (Yamaha Motor Co., Ltd.)


Programs DetailsPrograms Details

Child care leave Employees may take leave until the child’s second birthday.

Family care leave Employees may take leave for up to one year on request.

Family illness leave Employees taking care of children up to the third grade can take up to 5 days per year in thecase of 1 child, and up to 10 days if they have two or more preschool-aged children.

Flexible work timesystem

Working hours* can be set at any time between 6:30 a.m. and 9:45 p.m.*Core working hours are from 10:15 a.m. to 3:00 p.m.

Workload reduction Limits are placed on overtime, and night work is excused for employees with a child up tothe third grade and employees caring for a sick or aged family member.

Short-time worksystem

Employees may reduce their working hours by two hours each day.

Others Designated “no overtime” days (every Wednesday; any day preceding a company holiday;paydays; and bonus payment days).Employees can take three consecutive days of paid leave every year (from age 30,employees can take a consecutive five-day paid leave every five years).

Occupational Health and Safety

Under the leadership of the Central Safety and Health Committee, with authority delegated by the President and Chief

Executive Officer, Yamaha Motor is promoting the establishment of safe and healthy working environments around the world.

We are also engaged in various activities with the aim of zero occupational injuries.

For example, we strive to prevent occupational injuries by performing risk assessments in accordance with the

Occupational Safety and Health Management System (OSHMS), to detect potential dangers and harmful conditions in the

workplace. We implement detailed risk assessments when new equipment is installed and when new projects are launched.

In addition, regular checks based on ergonomics are carried out to ensure that workplaces are safe and comfortable.

Item Measures taken

Lighting Semiannually measure lighting in workplaces with illuminometers to ensure thatilluminance does not fall below the intensity stipulated in the Ordinance on HealthStandards in the Office of the Industrial Safety and Health Act.

Noise Semiannually measure that noise at manufacturing sites does not exceed 85 decibels.

Air quality Circulate using central air conditioning systems, and at designated workplaces air qualityis measured semiannually by a working environment measurement expert accredited bythe national government.

Temperature and humidity Measure simultaneously as a wet-bulb globe temperature (WBGT) reading, to ensure thatworkplaces provide a physically comfortable environment.

In addition to the above, health managers patrol weekly the workplaces for which they are responsible and safety

managers patrol manufacturing and testing sites daily, to ensure that workplace environments are safe and comfortable.

We are focused on developing human resources that can support workplace safety and a healthy occupational

environment through job-specific stratified education and training to improve the skills of safety managers, supervisors, and

operations chiefs, and by holding occupational safety and health meetings. The following training programs on workplace

safety were held during 2018.

Training No. of participants

Training for senior safety and health managers 13

Training for newly appointed floor managers (2-day legally mandated training) 20

Training for persons appointed as safety managers (1-day legal and regulatory training) 44

Training to enhance the skills of health managers (1-day legal and regulatory training) 70

Hazard prediction drills 50

Special training for operations involving dust (1-day legally mandated training) 48

As of the end of 2018, we were unable to reach our target for promoting local staff to management positions. We will

continue to work toward achieving this goal.

Promoting Women’s Active ParticipationTo promote active participation by women, we have set and are pursuing targets of doubling the number of women hired for

managerial positions in 2014 by 2020, and to hire three times the 2014 number by 2025. A woman became president of an

overseas Group company for the first time in 2018.

We are creating an environment that facilitates greater performance by women through measures that included setting

women-only recruitment themes for in-house job postings when conducting personnel reassignments in 2017.

Promoting Employment and Raising Motivation for People with DisabilitiesFor people with disabilities, in October 2015, we established Yamaha Motor MIRAI Co., Ltd., to provide a place where they can

participate actively in accordance with their capabilities, and to promote their social independence. The company began full-

scale operations in 2016, and has expanded its areas of business while holding various events such as company tours and

workshop presentations in an effort to enhance the job satisfaction and motivation of employees. In addition, we promote

understanding and cooperation throughout the Group by introducing the activities of Yamaha Motor MIRAI through our bulletin

boards and company newsletters.

Ratio of Employees with Disabilities at Yamaha Motor

Supporting Work-Life Balance

We support career planning that is based on the assumption of mutual confirmation by both the employee and the Company,

and aim to create workplaces that promote a healthy work-life balance.

We are enhancing our systems so that employees can work in ways that suit their individual circumstances, by providing

childcare leave, nursing care leave, and family illness leave, as well as systems such as flexible work time, short working hours,

and the rehiring of employees who resigned to accompany their spouse on overseas postings. We are also working to support

employees raising children through “Wai-Wai Land,” an in-house childcare facility providing broad-based support for both “work

and family.” In 2016, we expanded the size of this facility and increased the number of children who can be accepted. In

addition, certain consolidated subsidiaries have introduced programs allowing employees to work from home.

Our policy is to reduce excessive work hours with the aim of reducing overtime, and in consideration of maintaining

mental and physical health. We have also established Rules Regarding Overtime Work, which are stricter than the legal

requirements, based on labor-management consultations. In addition, the Labor-Management Committee on Working Hours,

comprising participants from both the labor union and the Company, meets every month to confirm the present state of

working hours.

Regarding the use of paid leave, we comply with the Work Style Reform Act, set targets between employees and

management based on the Act, and promote the taking of paid leave through initiatives including a system for taking

consecutive days of paid leave.

In particular, we are raising awareness and increasing the effectiveness of this system by sending special notices to those

eligible for five consecutive days of paid leave.

Main Work-Life Balance Support Programs (Yamaha Motor Co., Ltd.)


We also thoroughly manage lighting, noise, air quality, temperature, and humidity overseas as well, based on laws,

regulations, and in-house standards, and proactively implement occupational health and safety education and training.

In addition, in 2008, we developed an Occupational Safety and Health Management System (OSHMS) for Yamaha’s main

manufacturing centers, in an effort to prevent accidents. For centers obtaining Group certification, we have introduced a

system under which headquarters conducts regular follow-ups with the aim of improving the level of management, performs

inspections to determine whether the centers are meeting OSHMS levels, and grants Group certification to those that have

achieved the required level, with follow-ups conducted on a regular basis.

We also make efforts to prevent occupational injuries among outside subcontractors by establishing work safety

guidelines.

Lost Time Injury Frequency Rate External Assurance

*1 Lost time injury frequency rate: Number of lost time injuries occurring ina workplace per million work hours

*2 Calculated from data for a total of 22 companies, comprising YamahaMotor and its consolidated subsidiaries and affiliated companies withmanufacturing functions.

During 2018, there were a total of 14 accidents at the Yamaha Motor headquarters (a record low), including seven

accidents that resulted in lost work time. Workplace accidents tend to occur when walking, descending staircases, and

carrying out maintenance, and we disseminate information about accidents Companywide in an effort to prevent a

reoccurrence.

Employee Health

PolicyAs a “Kando Creating Company,” Yamaha Motor aims to provide customers with new excitement and more fulfilling lives. This

requires that each and every one of our employees be “healthy.” We believe this enables them to make full use of their abilities

and passion, leading to customers’ trust in the products and services we provide.

We consider employee health to be a key issue for the Company’s development, and are working together with all

employees to maintain and promote the health of our employees.

1. We will work to reduce health risks in workplaces and create comfortable workplace environments, so that employees

can perform their jobs with vigor and in good health.

2. Working with our health insurance association, we will proactively support self-care initiatives to promote employee

health.

3. Employees will take an interest in, and responsibility for, their own health.

Specific InitiativesYamaha Motor engages in a wide range of initiatives to help employees maintain and improve their health.

In addition to health checks in accordance with laws and regulations, we offer ongoing health guidance to employees who

are at risk for lifestyle-related diseases, and incentives to encourage employees to quit smoking, among other programs. For

employees’ family members, we provide subsidies through our health insurance association for those receiving regular health

checks, cancer screening, complete physical examinations, and other services.

We monitor situations with regard to occupational illnesses through workplace patrols, special health examinations, and

other measures. We also provide occupational health education. There were no incidents of occupational illness in 2018

*1


(Occupational Illness Frequency Rate: 0%) External Assurance .

For employees scheduled to be stationed overseas, we hold training prior to posting on infectious diseases such as viral

hepatitis and general health management, and provide education on preventing infection and prophylactic medications for

employees who are travelling, including on business trips, to areas where there is a risk of contracting endemic diseases such

as malaria. In addition, the occupational health physician in charge conducts regular tours of the overseas posting areas, and

monitors the health levels and living environments of employees stationed abroad. Furthermore, to handle unexpected

circumstances such as sudden illness, we have contracts with private medical service operators who provide both

consultations and emergency transportation services.

Moreover, in order to promote health through recreation, we organize events such as the “Walk, Walk Campaign,” led by the

Health Promotion Center. With regard to facilities, there is a gymnasium located near our headquarters that can be used free

of charge by Yamaha Motor Group employees and their families, as well as former employees, and some workplaces and

employee dormitories have training gyms equipped with fitness equipment on the premises.

As for nutrition, we support employee health through meals by offering menus at the company cafeteria prepared under

the supervision of a dietician based on particular health-related aspects of each workplace.

In February 2019, Yamaha Motor was selected for the second year in a row as a “White 500” Outstanding Health and

Productivity Management Organization under the Certified Health and Productivity Management Organization Recognition

Program promoted jointly by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.

Support for Mental Health

SystemStress checks are performed each year together with health checkups, and analysis results are provided to individuals as

feedback in the form of a radar chart. We have also put in place a system for follow-ups with an occupational health physician

as necessary. We have resident counselors who work with those who have mental health issues and help them develop mental

toughness through counseling and coaching. Furthermore, we have introduced an in-house mental health physician system

and are clarifying various aspects of diagnoses and policies.

For employees who return to work after a leave of absence, the “Rework Program” helps prevent a relapse. The relevant

manager, Human Resources Division, and occupational health physician cooperate to support the individual for about a year

after his or her return to the job.

TrainingTo ensure that mental health issues are promptly identified and addressed, we conduct training for newly appointed managers,

supervisors and general managers on such matters as knowledge about mental health and how to handle it at the workplace.

Expanding the System OverseasSince 2005, we had been providing a telephone consultation service available 24 hours a day for employees stationed

overseas, and have revised the system to take a more proactive approach. The stress checks carried out in Japan have been

conducted in the United States since 2016, and in India since 2017. We expanded the checks to all employees stationed

overseas in 2018.

Relationship with Labor Union

Yamaha Motor has concluded a labor agreement with its labor union “to establish working conditions and management

systems that are based on mutually fair understanding and good faith.”

Under this agreement, the Company provides the labor union with appropriate explanations of various measures to be

implemented and publishes reports on labor management in an effort to ensure employees’ understanding of these issues.

Moreover, the Company holds labor-management conferences and committee meetings regularly, as well as additional labor-

management conferences taking up themes based on management initiatives or to address issues raised by the labor union.

Officers of the labor union also participate in the management and operation of the corporate pension fund, the health

insurance cooperative, and the mutual aid association.

An agreement dedicated to maintaining minimum wages is also concluded between the labor union and management

each year.


Yamaha Motor adopts a union shop system in which employees below management are members of the labor union,

where the participation ratio is 87%. Domestic Group companies have also established labor unions or labor committees and

engage in labor-management dialog through those bodies. Labor unions of Group companies including the Yamaha Motor

Labor Union are members of the Federation of All Yamaha Workers Unions, and are pursuing mutual cooperation through the

federation. Overseas Group companies have established structures for engaging in appropriate labor-management dialog

based on the labor practices of the respective country or region, and wages are paid in compliance with local regulations.


Employee-Related Data





EmployeesIntroducing the approach and policies related to employees

Employee-Related Data (YMC)

Total (Male) (Female)

Number of employees (persons) 2016 10,511 9,437 1,074

2017 10,464 9,365 1,099

2018 10,346 9,199 1,147

Average age (age) 2016 43.0 43.3 40.9

2017 41.7 41.9 39.8

2018 41.5 41.7 39.6

Number of years of continuousemployment (years)

2016 19.7 19.8 18.3

2017 18.1 18.2 16.6

2018 17.9 18.0 16.4

Number of new graduates hired 2016 267 226 41

2017 269 215 54

2018 278 214 64

Total number of managers 2016 1,394 1,372 22

2017 1,406 1,379 27

2018 1,401 1,367 34

Number of junior managers 2016 1,024 1,005 19

2017 1,023 1,000 23

2018 1,001 972 29

Number of general managers andabove

2016 370 367 3

2017 383 379 4

2018 400 395 5

Number of managers excludingcorporate sectors

2016 1,264 1,251 13

2017 1,269 1,254 15

2018 1,288 1,268 20

Average annual wage (yen) 2016 7,416,221

2017 7,404,192

2018 7,598,026

Number of temporary employees(persons)

2016 157

2017 109

2018 91

Total number of consolidatedemployees (persons)

2016 53,150

2017 53,579

2018 53,977

Number of non-Japanese employees(persons)

2016 67

*


2017 86

2018 99

Total number of consolidated non-Japanese employees (persons)

2016 41,727

2017 42,334

2018 43,730

* Annual salary paid to the President in 2018 corresponded to a ratio of 22: 1.

Percentage of Female Employees by Region

%

Japan 14.0

North America 30.5

Europe 24.9

Asia excluding Japan 26.5

Others 20.2

Total 22.9

Employee Resignations (YMC 2018)

EarlyRetirementPlan Users

Voluntary Company'sDiscretion

Reassignment Other

Male(persons)

66 0 65 0 0 1

Female(persons)

16 0 16 0 0 0

Total(persons)

82 0 81 0 0 1

*In 2018, the situation regarding employees leaving the company worldwidewas that the overall severance rate (including the number of people reachingmandatory retirement age etc.) was 6.8%, within which the voluntary severancerate was 1.9%.







2017 86

2018 99

Total number of consolidated non-Japanese employees (persons)

2016 41,727

2017 42,334

2018 43,730

* Annual salary paid to the President in 2018 corresponded to a ratio of 22: 1.

Percentage of Female Employees by Region

%

Japan 14.0

North America 30.5

Europe 24.9

Asia excluding Japan 26.5

Others 20.2

Total 22.9

Employee Resignations (YMC 2018)

EarlyRetirementPlan Users

Voluntary Company'sDiscretion

Reassignment Other

Male(persons)

66 0 65 0 0 1

Female(persons)

16 0 16 0 0 0

Total(persons)

82 0 81 0 0 1

*In 2018, the situation regarding employees leaving the company worldwidewas that the overall severance rate (including the number of people reachingmandatory retirement age etc.) was 6.8%, within which the voluntary severancerate was 1.9%.






Business PartnersIntroducing our partnerships with suppliers and business partners in the supply chain

Business Partners

A global procurement and sales network based on a spirit ofcooperation and fairness

Yamaha Motor products are created through collaboration with numerous suppliers in Japan and other countries. As our

procurement and sales structures expand with our increasingly global business, the Yamaha Motor Group is establishing

cooperative relationships with suppliers and dealers in Japan and around the world based on a spirit of mutual trust and

mutual prosperity. For this reason, we strive to conduct fair business in compliance with the competition laws of all countries

and regions while working to create partnerships that aim for mutual, sustainable growth.

Two Policies Underpinning Procurement

As a Kando Creating Company, Yamaha Motor provides new excitement and a morefulfillinglife for people all over the world,

delivering unique, highly functional, high-quality products for use on land, on water, and in the air. To continue to do and build

upon this, we consider it essential to take a broad, global view for our procurement of many types of high-quality parts and

materials.

This is the thinking underlying our Basic Purchasing Policies, in which Yamaha Motor commits to “conduct fair trading,

based on trust and cooperation, and to constantly strive to build better relationships with suppliers through activities to

improve quality, price, delivery times, and other factors.” We havealsoimplementedthepoliciesinthefive areas of an open

door policy, just/fair trade, compliance/non-disclosure, respect to global environment, and mutual trust/prosperity. The Basic

Purchasing Policies are based on our CSR Procurement Policies, which state, “The Yamaha Group builds trust with its

suppliers through positive communication, and strives to realize mutual prosperity.”

The Basic Purchasing Policies and CSR Procurement Policies play an important role as the basis for understanding all

aspects related to procurement, from the conclusion of new contracts to procurement activities and ongoing transactions.

Structure for Promoting Policy Development

The procurement headquarters has organized the Global ProcurementOfficersCommitteeasameetingbodyresponsible for

ensuring that the Basic Purchasing Policies and the CSR Procurement Policies are adhered to and reflectedinourprocurement

activities, and gives instructions to promote the items stated in the CSR Guideline for Suppliers.

The Global ProcurementOfficersCommitteereceives reports and deliberates issues regarding current circumstances, and

gives instructions for the implementation of its decisions based on the principle of mutual prosperity with suppliers. These

decisions are then translated intospecificglobalmeasures by the Committee, and all points of procurement are made

thoroughly aware of these measures as Companywide policies. In addition, a Global Suppliers Conference is held annually,

bringing together suppliers from around the world, and these conference and training programs held in conjunction with

various events help to ensure a thorough understanding of these policies.

The breakdown of procurement value for Yamaha Motor’s main products by region is as follows.

Breakdown of Procurement Value for Major Products by Region (2018)


Important Partners in Supporting the Supply Chain

For the Yamaha Motor Group, our suppliers are vital partners in supporting the entire supply chain. When it comes to providing

safe products to our customers and to society, we emphasize not only volume and monetary value but also quality and the

procurement process. In particular, we strive to ensure that suppliers of important parts share and understand our vision and

policies, and engage in activities to deliver excitement to our customers. Cooperation with our main suppliers is also important

in terms of raising the quality of the entire supply chain, and must be assigned greater priority, going forward.

Promoting Sustainability Throughout the Entire Supply Chain

Under the Yamaha Motor Group’s Basic Policies of CSR, we expect our business partners to support the intent of the policies

and to act accordingly. To have suppliers engage in sustainability activities that enable them to respond appropriately to the

requests and expectations of society, our CSR Guideline for Suppliers informs our suppliers around the world of our policies

with regard to issues including safety and quality, human rights and work environment, consideration for the environment, risk

management, and compliance, to promote sustainability activities throughout the entire supply chain.

From 2019, the basic form of the items in the self-check sheet attached to the guideline has been made more detailed, in

an effort to facilitate effective self-diagnosis. In addition, given that risks differ by country, regional risk assessments are also

carried out. In particular, we will conduct third-party assessments starting with suppliers in the ASEAN region with regard to

the work environment, including the issue of human rights violations.

Specificenvironmental activities are covered in the Green Procurement Guideline, and cover ways in which Yamaha Motor

works with its suppliers in areas like managing and reducing environmentally hazardoussubstancesandtheefficientuseof

resources and energy. With regard to parts used in products, from 2018 uniform information on chemical substances as

determined by the automobile industry is included in the Yamaha Motor Technical Standards, to inform suppliers and ensure

their thorough compliance.

In addition, the Basic Purchasing Contract that we conclude individually with each supplier guarantees legal and

regulatory compliance by requesting that suppliers “comply with related laws and regulations, directives, and other guidelines.”

Through these activities, Yamaha Motor is promoting sustainability throughout its entire supply chain.

Addressing Procurement Risk

Based on a spirit of mutual trust and mutual prosperity, Yamaha Motor strives to prevent the occurrence and minimize the

impact of events related to risks at business partners, including natural disasters, quality problems, and management issues.

With regard to management issues and quality problems, business partners are monitored annually by headquarters,

which produces an evaluation of the partner in a total package that covers both business continuity planning and the non-use

CSR Guideline for Suppliers PDF

Green Procurement Guideline PDF

Business PartnersIntroducing our partnerships with suppliers and business partners in the supply chain

Business Partners

A global procurement and sales network based on a spirit ofcooperation and fairness

Yamaha Motor products are created through collaboration with numerous suppliers in Japan and other countries. As our

procurement and sales structures expand with our increasingly global business, the Yamaha Motor Group is establishing

cooperative relationships with suppliers and dealers in Japan and around the world based on a spirit of mutual trust and

mutual prosperity. For this reason, we strive to conduct fair business in compliance with the competition laws of all countries

and regions while working to create partnerships that aim for mutual, sustainable growth.

Two Policies Underpinning Procurement

As a Kando Creating Company, Yamaha Motor provides new excitement and a morefulfillinglife for people all over the world,

delivering unique, highly functional, high-quality products for use on land, on water, and in the air. To continue to do and build

upon this, we consider it essential to take a broad, global view for our procurement of many types of high-quality parts and

materials.

This is the thinking underlying our Basic Purchasing Policies, in which Yamaha Motor commits to “conduct fair trading,

based on trust and cooperation, and to constantly strive to build better relationships with suppliers through activities to

improve quality, price, delivery times, and other factors.” We havealsoimplementedthepoliciesinthefive areas of an open

door policy, just/fair trade, compliance/non-disclosure, respect to global environment, and mutual trust/prosperity. The Basic

Purchasing Policies are based on our CSR Procurement Policies, which state, “The Yamaha Group builds trust with its

suppliers through positive communication, and strives to realize mutual prosperity.”

The Basic Purchasing Policies and CSR Procurement Policies play an important role as the basis for understanding all

aspects related to procurement, from the conclusion of new contracts to procurement activities and ongoing transactions.

Structure for Promoting Policy Development

The procurement headquarters has organized the Global ProcurementOfficersCommitteeasameetingbodyresponsible for

ensuring that the Basic Purchasing Policies and the CSR Procurement Policies are adhered to and reflectedinourprocurement

activities, and gives instructions to promote the items stated in the CSR Guideline for Suppliers.

The Global ProcurementOfficersCommitteereceives reports and deliberates issues regarding current circumstances, and

gives instructions for the implementation of its decisions based on the principle of mutual prosperity with suppliers. These

decisions are then translated intospecificglobalmeasures by the Committee, and all points of procurement are made

thoroughly aware of these measures as Companywide policies. In addition, a Global Suppliers Conference is held annually,

bringing together suppliers from around the world, and these conference and training programs held in conjunction with

various events help to ensure a thorough understanding of these policies.

The breakdown of procurement value for Yamaha Motor’s main products by region is as follows.

Breakdown of Procurement Value for Major Products by Region (2018)


of environmentally harmful materials. Based on this evaluation, corrective measures are put in place if necessary, and the

progress of those measuresisconfirmed.

In addition, supply chains from beginning to end are registered into a database, and this data is used to track procured

parts until manufacturing is completed and to identify risk factors.

Working Together on “Procurement for Engineering, Manufacturing and Marketing”

In our interaction with the supply chain, we do not simply procure by purchasing; we emphasize procurement for

comprehensive engineering, manufacturing and marketing by working with suppliers so that procurement incorporates both

cost and quality.

An example of these activities is the implementation of “theoretical-value-based production” with suppliers. This does not

simply mean demanding cost reductions, but instead involves analyzing the absolute value of production activities together

with suppliers, and then working tofindmore ways to improve cost competitiveness. In order to promote these activities,

Yamaha Motor has trained some employees to serve as “theoretical-value instructors” at suppliers. We are currently expanding

the application of “theoretical value” beyond manufacturing processes to cover all activities related to procurement as well. We

are also training supervisors at suppliers to ensure that all suppliers’ employees thoroughly understand these policies.

In terms of quality, Yamaha Motor employees visit suppliers to instruct them in the concept and methods of quality

management and to train supervisors, similar to how we implement theoretical-value-based production.

Activities at Dealerships

As our contact point with customers around the world, dealerships play an important role in conveying Yamaha’s “next Kando.”

By strengthening relationships with dealers through regularly held dealer meetings and activities to promote safe driving and

support local communities, the Yamaha Motor Group is building a sales network that provides common value.

In Japan, dealers mainly in Yamaha Sports Plaza (YSP),anofficialYamaha sports bike dealer system, and Yamaha

Motorcycle Sales Japan Co., Ltd., play an important role in building ties with local communities and society by cooperating in a

range of measures including motorcycle infrastructure development, motorcycle etiquette training, motorcycle recycling, tree

planting, and other environmental campaigns, as well as fundraising for seeing-eye dog training.





Important Partners in Supporting the Supply Chain

For the Yamaha Motor Group, our suppliers are vital partners in supporting the entire supply chain. When it comes to providing

safe products to our customers and to society, we emphasize not only volume and monetary value but also quality and the

procurement process. In particular, we strive to ensure that suppliers of important parts share and understand our vision and

policies, and engage in activities to deliver excitement to our customers. Cooperation with our main suppliers is also important

in terms of raising the quality of the entire supply chain, and must be assigned greater priority, going forward.

Promoting Sustainability Throughout the Entire Supply Chain

Under the Yamaha Motor Group’s Basic Policies of CSR, we expect our business partners to support the intent of the policies

and to act accordingly. To have suppliers engage in sustainability activities that enable them to respond appropriately to the

requests and expectations of society, our CSR Guideline for Suppliers informs our suppliers around the world of our policies

with regard to issues including safety and quality, human rights and work environment, consideration for the environment, risk

management, and compliance, to promote sustainability activities throughout the entire supply chain.

From 2019, the basic form of the items in the self-check sheet attached to the guideline has been made more detailed, in

an effort to facilitate effective self-diagnosis. In addition, given that risks differ by country, regional risk assessments are also

carried out. In particular, we will conduct third-party assessments starting with suppliers in the ASEAN region with regard to

the work environment, including the issue of human rights violations.

Specificenvironmental activities are covered in the Green Procurement Guideline, and cover ways in which Yamaha Motor

works with its suppliers in areas like managing and reducing environmentally hazardoussubstancesandtheefficientuseof

resources and energy. With regard to parts used in products, from 2018 uniform information on chemical substances as

determined by the automobile industry is included in the Yamaha Motor Technical Standards, to inform suppliers and ensure

their thorough compliance.

In addition, the Basic Purchasing Contract that we conclude individually with each supplier guarantees legal and

regulatory compliance by requesting that suppliers “comply with related laws and regulations, directives, and other guidelines.”

Through these activities, Yamaha Motor is promoting sustainability throughout its entire supply chain.

Addressing Procurement Risk

Based on a spirit of mutual trust and mutual prosperity, Yamaha Motor strives to prevent the occurrence and minimize the

impact of events related to risks at business partners, including natural disasters, quality problems, and management issues.

With regard to management issues and quality problems, business partners are monitored annually by headquarters,

which produces an evaluation of the partner in a total package that covers both business continuity planning and the non-use

CSR Guideline for Suppliers PDF

Green Procurement Guideline PDF


The CommunityIntroducing the approach and policies related to local communities

The Community

Coexistence and Mutual Prosperity of the Company and Local Communities

The Yamaha Motor Group operates in locations around the world, and our business activities help support those local

communities. Our products also play a role in enriching the lives of people around the world. We recognize the importance of

maintaining a sustainable relationship through which the Company and local communities can coexist and mutually prosper,

and to achieve this, we place great importance on maintaining and enhancing a relationship of trust through daily

communication with stakeholders in those communities. The Yamaha Motor Group has designated four important areas—

Developing Future Leaders, Environmental Conservation, Improving Traffic Safety, and Resolving Local Community Issues—and

uses Yamaha Motor’s strengths to contribute to society in line with its business strategy, leading to the enhancement of both

social and corporate value.

Important Areas of Activities

Key Themes CorrespondingSDGs

Activities

GlobalIssues

Developing Future

Leaders

• Promoting mental/emotional and physical health throughsports

• Promoting creativity through engineering, manufacturing, andmarketing

Environmental

Conservation

• Environmental education for local communities• Respecting biodiversity

Improving Traffic Safety • Providing traffic safety education to the community• Raising awareness

LocalIssues

Resolving Local

Community Issues

• Supporting the community with Yamaha Motor’s products,human resources, and know-how

Voluntary Employee Activities

Amounts Used in Social ContributionActivities


Developing Future LeadersIntroducing examples of activities that contribute to the nurturing of future leaders in the communities

Developing Future Leaders

Joint Monozukuri Classroom for Children with Yamaha Corporation

To realize the theme of “Two Yamahas, One Passion,” musical instrument

manufacturer Yamaha Corporation and Yamaha Motor Co., Ltd., which

share the same brand, hold Monozukuri Classrooms for children.

Yamaha Corporation held a “Let’s Make a Kalimba Thumb Piano”

event where children used leftover and scrap wood from instrument

manufacturing processes to make a traditional African musical

instrument to learn about how sound is produced, and Yamaha Motor

held a “Motor Construction Classroom” where children used

electromagnetism to magnetize a nail, and made a motor by wrapping

nichrome wire around the core portion of a motor and attaching it to a

model car to make an electric vehicle move, both at the Yamaha

Communication Plaza.



Environmental Conservation

Improving TrafficSafety

Resolving Local Community Issues





Environmental ConservationIntroducing examples of activities that contribute to environmental preservation in the communities


Beach Cleanup Activities for the Blue Sea (Vietnam)

Yamaha Motor Vietnam Co., Ltd. (YMVN) has been conducting the Beach

Cleanup Activities for the Blue Sea at beaches in various locations in

central and northern Vietnam since 2015. A total of 2,500 people have

participated over the last four years.

Participants include YMVN officers, employees, and their family

members who use some of their summer vacation to take part in these

activities, which have become an annual event.

The activities begin early in the morning. Participants walk along

beaches and collect garbage such as bottles and plastic items, including

plastic bags.

These activities are not only effective for cleaning up the shore, but

also for reminding local residents and tourists of the importance of

activities to preserve the global environment. They also serve as a driving

force for continuing our environmental activities in the future by

contributing to the environment and the local community through social

activities in line with our corporate policies, offering excitement.




Improving Traffic Safety






Improving TrafficSafetyIntroducing examples of activities that contribute to riding safety in the communities


Partnering with VocationalSchoolsto Reduce Fatal TrafficAccidentsamongYoung People

TheYamaha Motor Group carries out a variety of safe driving programs to

reduce motorcycle accidents around the world.

In2018,ThaiYamaha Motor concluded a comprehensive contract

with six vocational schools in Thailand and launched activities to reduce

fatal accidents among young people. Going forward, this tie-up plans to

expand to 11 locations.

©Yamaha Motor Co., Ltd.





Top｜ Top Message｜ ApproachtoCSR｜ Customers｜ ShareholdersandInvestors｜ Employees｜ Business Partners｜

TheCommunity｜ TheEnvironment｜ Corporate Governance｜ RiskManagement｜ Compliance｜

SustainableDevelopmentGoals(SDGs)｜ ParticipatingintheUNGlobalCompact｜ ExternalAssurance｜


Resolving Local Community IssuesIntroducing examples of activities that contribute to solutions for community issues


Support Following Earthquakes in Lombok, Indonesia

A magnitude 7-plus earthquake struck the Indonesian island of Lombok in

late July 2018, and was followed by several large aftershocks. According

to the Indonesian National Board for Disaster Management, the death toll

reached 515 persons, with more than 7,000 people injured and more than

430,000 forced to evacuate.

Yamaha Motor companies in Indonesia, together with PT. Surya

Timur Sakti Jatim (located in the city of Surabaya), our dealer for Lombok

island, donated generators to the Indonesian army for its relief and

recovery work in the area. Lombok had continued blackouts and roads

were covered with debris. Despite the situation, the donated ET-1

generators were put to a variety of uses, including clearing roads,

illumination, and recharging batteries.











Voluntary Employee ActivitiesIntroducing examples of employee volunteer activities in the communities


In addition to the social contribution initiatives that the Yamaha Motor Group conducts through its business activities, the

Group also supports employee volunteer activities using a system that provides information via the Company intranet.

Examples of creating an environment that facilitates employee involvement include notifying and recruiting employees for

volunteer activities via the Company intranet, and providing volunteerswithcapsanduniforms.Somespecificinitiatives from

Japan are discussed below.

Fun Engine Laboratory Activities in 2018

The Fun Engine Laboratory marked its 16th year in February 2018, and 40

persons, mostly Yamaha Motor technical staff, organize the laboratory.

During 2018, the Monozukuri Classroom for children was held 15 times at

the Yamaha Communication Plaza and Hamamatsu Science Museum,

providing an opportunity for more than 600 children to have fun while

learning things like “making a wind car” and “assembling/disassembling

an engine” using real engines.

Conveying the Joy of Monozukuri (engineering, manufacturing and marketing) 2017 Sustainability Report

The Fun Engine Laboratory is a volunteer organization that was

established 15 years ago by current and former Yamaha Motor

employees. These volunteers pass on the dreams and joy of machines

and Monozukuri by giving children the opportunity to experience and play

with actual machinery.

During 2016, the Group conveyed the joy of Monozukuri to 565

children at 16 events held throughout six locations including our home

base of Iwata City and the cities of Hamamatsu and Sendai, based on

themes such as “how to assemble/disassemble an engine,” “making a

wind car,” and “electrically powered vehicles.”

The Community

Social Contribution Activities






Amounts Used in Social Contribution ActivitiesDisclosing the amounts used in social contribution activities

(Yamaha Motor; Unit: million yen)

2016 2017 2018

Total 307 355 288

Charitable donations 184 221 202

Voluntary employeeactivities

99 99 50

Provision of goods 6 8 6


The Community

Social Contribution Activities






The EnvironmentIntroducing the approach and policies concerning the global environment

Environment-related information

Related websites

Yamaha Motor GroupEnvironmental Plan 2050

Initiatives for the Global Environment 2018 Plans and Performance

Environmental Management Reducing CO Emissions2Reducing Environmentally Hazardous Substances

Reducing, Reusing, andRecycling Biodiversity

Green Procurement Guidelines

Biomass Plastic PackagingMaterials





Yamaha Motor Group Environmental Plan 2050Introducing information concerning Yamaha Motor Group Environmental Plan 2050

Environmental Plan 2050

Yamaha Motor Co., Ltd. announced the “Yamaha Motor Group Environmental Plan 2050” in December 2018. This Plan aims to

reduce “CO emissions during product use,” “CO emissions during manufacturing and transport” and “the volume of

resources usage” by 50% from the base year 2010 by the target year 2050. At the same time, the Plan also involves taking

initiatives regarding environmental preservation and biodiversity from a global perspective.

Overview of This Plan

Yamaha Motor Group Environmental Plan 2050 (Specificmeasuresaimedat2025milestone)

Action Themes 2050 Targets Priority Actions

Low CarbonSociety

(Products)Providing environmentally friendly personal mobility50% reduction of CO emissions from products by 2050 (on FY2010 levels)

1 Reduction of CO emissions from use ofproducts by users（t-CO /unit sales）

Promotion of development to improvefuelefficiency

2 Development, promotion and spread of next-generation mobility

Promotion of development and the spread ofproducts that respond to energy diversification

(Business Activities)50% reduction of CO emissions throughout life cycle (on FY2010 levels)

3 Reduction of CO emissions generated inoperation of productions（t-CO /net sales）

Reduction of CO emissions per sales at factoriesglobally

4 Reduction of CO emissions in logistics Reduction of CO emissions per transportation unit

RecyclingSociety

(Resource)50% reduction of “resource use” (on 2010 levels)

5 Reduction of new resources use by recyclableresources use

Promotion of saving of limited resources by 3Rdevelopment/manufacturing

6 Reduction of waste generated in operation ofproduction

Promotion of waste reduction

7 Reduction of water consumption in operationof production

Promotion of water consumption reduction activitiesbased on water stress scenarios

8 Reduction of packing materials in logistics Enhancing returnable packing materials

Society inHarmony with

Nature

Addressing environmental preservation and biodiversity globally

9 Activities to protectfieldsofproduct use byusers (land, sea and air)

Promotion of activities to preserve nature globally

10 Activities to protect ecosystems of land/ocean Promotion of activities in line with our outline ofbiodiversity initiatives

11 Activities to contribute to solvingenvironmental issues of each country andregion

Carrying out activities by all employees to contributeto a sustainable world

2 2

2

2

2

2

2

2

2

2 2


Action Themes 2050 Targets Priority Actions

Management Management

12 Strengthening of compliance withenvironmental laws and regulations andmanagement of chemical materials inproducts

Thorough implementation of environmentalcompliance in business activities in each country andregion

13 Contribution to alleviation of air pollutionglobally

Introduction of mobility in conformity with regulationson exhaust emissions in each country and region

14 Reduction of VOC emissions in operation ofproduction

Promotion of VOC reduction per unit of painted area

15 Promotion of environmental activities incollaboration with suppliers

Promotion of engagement with suppliers andreduction of burden through environmental surveys

16 Fostering awareness of environmentalpreservation through environmental educationglobally

Carrying out environmental education according toenvironmental issues in each country and region

2050 Society

As the population increases due to the economic growth in mainly African and Asian countries, the world population is

predicted to exceed 9 billion people by 2050. This will be accompanied by an increase in the consumption of primary energy

and the demand for mineral resources will expand. Therefore, the studies say that all underground mineral resources will be

mined by the time 2050 comes around. In addition to this, as the issue of global warming will steadily become more serious,

CO reduction targets such as “Reductions by 50-80% by 2050 (on 2010 levels)” and the “Zero or minus by 2100,” in

accordance with the “2°C scenario” that suppresses the temperature rise from before the industrial revolution to less than 2°C,

is now commonly recognized in the international community as part of this movement as well.

Process of Identifying Materiality (Information disclosure based on TCFD guidance)

Governance

The Environment Committee discusses issues including basic environmental policies, medium- to long-term environmental

plans, and environmental monitoring, and reports to the Board of Directors at least twice annually, where action is taken as

necessary.

Risk Management

The Environment Committee designates materiality along the two parameters of importance to society and stakeholders and

importance to corporate management, and these are decided by the Board of Directors. Each operating and functional division

designates and carries out themes to be pursued based on materiality. The Environment Committee manages the progress of

those activities.

2


Key Environmental Strategies

Strategies drawn up, taking into consideration short-term, medium-term and long-term risks and opportunities, the impact on

businesses, prevailing strategiesandfinancialstatus,andclimatescenariodescribedinthe“2˚Cscenario.”

*Scenario analysis is described in Target-SettingConceptsbelow.

Materiality Social Issues Related to theEnvironment

Impact of Risks and Opportunities onBusiness

Yamaha Motor Initiatives

LowCarbonSociety

- Global warming, climate change- Environmental pollution

[Risks]

- Increase in research anddevelopment costs due to tighterenvironmental laws andregulations- Suspension of factory operationsdue to direct or indirect damagefrom extreme weather such asflooding

[Opportunities]

- Expanding needs for low carbonproducts- Growing sales of renewableenergy products

- Development of super-fuel-efficientengines- Enhancement and expansion ofelectric models- Adapted to diverse energysources(fuelcells/biofuel,etc.)- Theoretical value energyactivities

RecyclingSociety

- Shortage of resources such asenergy, materials and water due topopulation increase- Efforts across the entire supplychain

[Risks]

- Soaring prices of energy andmaterials- Depletion of natural resourcessuch as rare metals

[Opportunities]

- Expanding needs for compact,lightweight models- Rental and sharing businesses

- Development of lightweight,compact, simple products- Improvement of recyclingtechnologies- Rental and sharing businesses- Offering products that keepsocial infrastructure resources andcosts to a minimum

Society inHarmony

withNature

- Air pollution- Water pollution- Loss of biodiversity

[Risks]

- Destruction of naturalenvironment

[Opportunities]

- Expansion of outdoor-relatedmarket for people who seek andvalue contact with nature amidrising awareness of protection ofthe natural environment

- Protection of the land, sea and airecosystem, which are our productfields

Indicators and Targets

Action Themes Targets SpecificActions

2050 2025



2050 2025

Low CarbonSociety

Reduction ofCO emissionsfrom use ofproducts byusers

50% reduction(on 2010 levels)


■ Details by product

Reduction ofCO emissionsgenerated inoperation ofproduction



■ Increase deployment rate of existing items

- Automated shutdown (motors, air)- Shift to inverters- Reduction of heat radiation

■ New energy conservation expertise

- Steamless- Exhaust heat recovery (furnaces,compressors, etc.)- Shift to servomotors

■ Theoretical value energy

- Visualization of valuable and non-valuableenergy- Thorough elimination of non-valuable energy

■ Expand introduction of low carbon energy

- Installation of solar power generationsystems, etc.

RecyclingSociety

Reduction ofwaste generatedin operation ofproduction



■ Makedefinitionofwasteknownand

understand current situation

- Establish and make known global commondefinitionofwaste,buildaggregation system- Understand waste volume using globalaggregation system- Conduct site investigation tofindandunderstand issues

■ Deploy reduction package

- Summarize reduction measures that wereeffective in the past, and deploy these globally(Sludge dewatering, making coolantfluidlastlonger, etc.)

■ Develop waste reduction technologies and

measures

- Develop new reduction technologies andmeasures through exchange and collaborationwith other companies(Foundry sand, distribution waste, etc.)

■ Operate waste reduction organizations

- Make effective use of environmentalgovernance organizations to promote reductionof waste globally- Foster waste reduction promoters

Reduction ofwaterconsumption inoperation ofproduction

Aiming to reduce water consumptionthrough initiatives according to waterrisk* in each area*Water risk is a water supply-and-demand indicator independentlydefinedby Yamaha Motor, withreference to Aqueduct and other toolsmade available by the World ResourcesInstitute.

■ Continue to measure amount of water

consumption at Group companies

- Use global aggregation system to continuemeasuring amount of water consumption

■ Monitor sites with high water risk

- Monitor reduction of water consumption atindividual sites where water risk becomeshigher

2

2

Key Environmental Strategies

Strategies drawn up, taking into consideration short-term, medium-term and long-term risks and opportunities, the impact on

businesses, prevailing strategiesandfinancialstatus,andclimatescenariodescribedinthe“2˚Cscenario.”

*Scenario analysis is described in Target-SettingConceptsbelow.

Materiality Social Issues Related to theEnvironment

Impact of Risks and Opportunities onBusiness

Yamaha Motor Initiatives

LowCarbonSociety

- Global warming, climate change- Environmental pollution

[Risks]

- Increase in research anddevelopment costs due to tighterenvironmental laws andregulations- Suspension of factory operationsdue to direct or indirect damagefrom extreme weather such asflooding

[Opportunities]

- Expanding needs for low carbonproducts- Growing sales of renewableenergy products

- Development of super-fuel-efficientengines- Enhancement and expansion ofelectric models- Adapted to diverse energysources(fuelcells/biofuel,etc.)- Theoretical value energyactivities

RecyclingSociety

- Shortage of resources such asenergy, materials and water due topopulation increase- Efforts across the entire supplychain

[Risks]

- Soaring prices of energy andmaterials- Depletion of natural resourcessuch as rare metals

[Opportunities]

- Expanding needs for compact,lightweight models- Rental and sharing businesses

- Development of lightweight,compact, simple products- Improvement of recyclingtechnologies- Rental and sharing businesses- Offering products that keepsocial infrastructure resources andcosts to a minimum

Society inHarmony

withNature

- Air pollution- Water pollution- Loss of biodiversity

[Risks]

- Destruction of naturalenvironment

[Opportunities]

- Expansion of outdoor-relatedmarket for people who seek andvalue contact with nature amidrising awareness of protection ofthe natural environment

- Protection of the land, sea and airecosystem, which are our productfields

Indicators and Targets


2050 2025



2050 2025

Management Strengthening ofcompliance withenvironmentallaws andregulations andmanagement ofchemicalmaterials inproducts

Zero harmfulsubstances inproducts

Strengthening ofcompliance withenvironmentallaws andregulations andmanagement ofchemicalmaterials inproducts

■ Reduce environmentally hazardous

substances in products

■ Enhance system and mechanisms,

activities for raising awareness

■ Risk management of environmentally

hazardous substances control

■ Carry out thorough compliance

Mobility with Extremely Low CO Emissions

The world CO emissions in 2016 were 32.3 billion tons. Of this amount, motorcycles accounted for 0.3% of the total as a

source of emissions and are therefore considered vehicles with an extremely low environmental impact.

In addition, motorcycles areseenasthefastestandmostfuel-efficientoptionasameansofmobilityforurbantransportation,

and the impact of CO emissions on a 1km movement per passenger is about 1/3 compared to that of automobiles.

Product Life Cycles—Minimizing Environmental Loads

Motorcycles are an environmentally friendly and sustainable mobility option with product life-cycle CO emissions from

resource mining to disposal at 1/26th of passenger cars and 1/40th in resource usage.

2

2

2

2


Yamaha Motor Products—Contributing to the Realization of a Sustainable Society

The product group based on motorcycles provided by the Company is characterized as “lightweight & compact,” this class not

only has a small environmental impact in resource use in the manufacturing stage, but also in mobility at the usage stage with

motorcycles providing easy and smooth transportation for most small distance travel.

Especially in emerging countries, compact and inexpensive motorcycles for mobility will help satisfy the transport

demands of goods and services, help people’s living areas expand, and increase the choices of occupation and educational

opportunities available. Moreover, motorcycles do not need large-scale infrastructure maintenance, and do not cause serious

damage to the environment.

Also, since launching the world’sfirstelectricallypowered assisted bicycle—the PAS—in 1993, we have promoted and

taken measuresforelectrificationinadiversifiedrange of products such as scooters, golf cars, wheelchairs, and industrial

unmanned helicopters, etc.

Going forward, we will continue to contribute to the realization of more sustainable societies by providing richer life

opportunities to people through our products.

Target Setting Concepts

The Yamaha Motor Group’s actual product life-cycle CO emissionsforallbusinessesinfiscal2017were30.39milliontons.

By category, “Use-Phase” was the largest at 84.8%—motorcyclesaccountfor90%ofthisby product.

The “Yamaha Motor Group EnvironmentalPlan2050”establishedtargets based on the concept of the SBTi (Science Based

Targets initiative) as a company actively contributing to the CO reduction targetinthe“2°Cscenario.” Utilizing the

characteristics of personal mobility, the Company has set this as a reduction scenario that exceeds the goals that are required

by the automobile sector.

2

2


In terms of target settings, Yamaha Motor will continue to work—not only to reduce CO emissions of products—but also

throughout the entire product life cycle including all production activities and in resource use.


2

Yamaha Motor Group Environmental Plan 2050

Initiatives for the Global Environment

2018 Plans and Performance

Environmental Management

Reducing CO Emissions2

Reducing Environmentally Hazardous Substances

Reducing, Reusing, and Recycling

Biodiversity

Environmental Communication





Yamaha Motor Group Environmental Plan 2050Introducing information concerning Yamaha Motor Group Environmental Plan 2050

Details by Product

Specificmeasuresaimed at 2025milestone

ElectrificationAlternativefuels

Improved fuelefficiencyImproved

electricitycosts

Lighter weightDurability

Recycling and rentalSharing, etc.

Motorcycles

- Expansion of

electric vehicles

- Electric mobilitydevelopment

- Expansion offuel-efficientpowertrains

- Lightweightframetechnologies- Lightweighttanktechnologies

Improvingconveniencethrough use ofbattery stations

Verificationofnext-generationservices throughpartnership withmotorcycle ride-hailing servicecompany

Electrically power

assisted bicycles

Improvement of batteryunitefficiency(PW-X)

Promoting shift tolightweight driveunits

Expansion of PASCRU sales package

Marine engines

Addition ofcompact electricmodels

Improving thrustefficiency

Expandingintroduction ofaluminumpontoons

- Verificationofrebuilding- Verificationofrental and sharingservices

Boats

Expandinginstallation ofhybrid and electricmotors

Developing low-resistant hulls

Lighter weightthrough infusionmethod

Proactively using Japan MarineIndustry Association’s recycling systemExpanding Sea-Style

Personal watercraft

- Improvement of superchargers- Improvement of fuel combustion- Improvementofjetpumpefficiency

- Developingultra-lightweightSMC- Lightweightenginetechnologies- Closed moldmethod

Expansion of Sea-Style

Industrial-use

unmanned helicopters

Expanding electric multi-rotorsExpansion of opportunities to providelaborsavingandhighefficiency multi-solutions


Specificmeasuresaimedat2025milestone

ElectrificationAlternativefuels

ImprovedfuelefficiencyImproved

electricitycosts

LighterweightDurability

RecyclingandrentalSharing,etc.

Golf cars

Launch of testingof fuel cellvehicles

Expandingmodels withimproved fuelefficiency

Promotion ofmobilitysystemswith lowenvironmentalimpact

Provision of last-mile solutions

Expansion ofrental plans

Electric wheelchairs

Higherefficiencymotors, controlcircuits and drivesystems

Improvement ofbatteryunitefficiency

Investigation ofnew materials Carbon andaluminum bolts

Single-ridermobilityproposals







Reducing EnvironmentallyHazardous Substances

Reducing,Reusing,andRecycling

Biodiversity


Top｜ TopMessage｜ ApproachtoCSR｜ Customers｜ ShareholdersandInvestors｜ Employees｜ BusinessPartners｜

TheCommunity｜ TheEnvironment｜ CorporateGovernance｜ RiskManagement｜ Compliance｜

SustainableDevelopmentGoals(SDGs)｜ ParticipatingintheUNGlobalCompact｜ ExternalAssurance｜


Initiatives for the Global EnvironmentWe take into account harmony with the environment in all our business activities


Many environmental and resource-relatedissueswhichinfluencetherealization of a sustainable society, such as advancing

global warming, excessive energy and water consumption, and the loss of biodiversity, are becoming increasingly more serious

on a global scale. Against this backdrop, the Paris Agreement, which sets a goal of “holding the increase in the global average

temperature to well below 2°C above pre-industrial levels”wasadoptedatthetwenty-firstsessionoftheConference of the

Parties to the United Nations Framework Convention on Climate Change (COP 21) held in 2015.

Against this social backdrop, the Yamaha Motor Group considers it important, as a manufacturer, to address

environmental considerations through initiatives to prevent global warming, conserve energy, prevent pollution, reduce waste

and conserve resources, and also through its core business of personal mobility. This includes the development of compact

vehicles with little environmental impact through technological innovation, the spread of Smart Power* products such as

electrically power assisted bicycles and electric motorcycles, the research and development of next-generation power sources,

and the implementation of programs that contribute to society by using the human resources, assets, and know-how

accumulated through our business.

In addition, initiatives to lessen global warming, reduce energy consumption, use resources effectively, improveefficiency,

preserve biodiversity, and reduce our environmental impact are carried out across the entire supply chain, with our position

regarding the global environment made known to the entire Group as well as to business partners including suppliers and

distributors.

*Smart Power: New power sources, primarily for electric vehicles, designed to create a new paradigm of mobility

Summary of Environmental Plan 2020 (from 2009 to 2018)

Action Areas Priority Actions 2020 Targets Activity Results

Eco Products In the Eco Products area, implement the Frontier2020 Groupwide long-term vision

Double environmentalattractiveness

* See “Environmental Plan2020 Product RelatedPerformance” below

Identifyenvironmentallyhazardoussubstances andsupport the useof alternatives

Reduce risks fromenvironmentally hazardoussubstances

- Build system andmechanisms to addressglobal laws and regulations

- Complied with Europeanregulations (REACH)- Began investigation ofsubstances in productsusing new system

EcoOperations

Implement green

procurement (Green

Procurement Guideline)

Adhere to rules regardingprohibited or restrictedsubstances (zero harmfulsubstances in products)

- Continued greenprocurement activities- Reviewed ControlStandard ofEnvironmentally HazardousSubstances and preparedfor implementation of theupdated standard



Reduceemissions ofgreenhousegases

Reduction of CO emissionsReduce by 1% (annualaverage) per net sales

Reduce by 9% on 2009 levels - Achieved 19% reduction atYamaha Motor only energy-saving working groupactivities- Achieved 40% reductionGroupwide by end ofFY2018- Theoretical-Value-BasedEnergy Project

Support theeffective useand recycling oflimitedresources

Reduce water consumption - Understand amount ofwater consumption atGroup companies

- Continued to measureamount of waterconsumption at Groupcompanies using globalaggregation system

Reduction of waste volumeReduce by 1% (annualaverage) per net sales

Reduce by 6% on 2012 levels Achieved 25.4% reduction by2018

EcoManagement

Link Groupwideoperations withlocal activities

Create and operate

Groupwide environmental

management systems

(Integrated certification)

- Promote and increase useof integrated certification- Enhance functions ofglobal environmentalinformation collectionsystem

- Two overseas companiesstarted to use integratedcertificationsystemTBI, YMBL ⇒ Total 46companies- New system released in2018

Eco Mind Have all Groupemployeesactivelyundertakeenvironmentalmeasures with ahigh awarenessof targets

Change attitudes throughcontinuous environmentaleducation

Foster Eco Mind amongGroup company employeesand have them proactivelyengage in activities

- Provided continuous level-specificenvironmentaltraining- Communicated globalenvironmental educationalmaterials

Be trusted andrespected as acorporate citizenby localcommunities

Communicate with local

communities

Preserve ecosystems

(Biodiversity Guideline)

Promote sustainableenvironmental activitiestrusted by local communities

- Formulated Outline ofMain Biodiversity Initiatives- Continued systematic andvoluntary activities- Reported on activities bycumulative total of 150,000people (Environmentalfigures measured bysecretariat)

Well received bythe communityas anenvironmentallyadvancedcompany

Proactively discloseinformation from anenvironmental perspective

Globally communicateoutline of biodiversityinitiatives and effortsImprove external evaluations

- Published examples ofactivities on website- Published Outline of MainBiodiversity Initiatives onwebsite- Published SDGs’ initiativesand signing of GlobalCompact

Environmental Plan 2020 Product Related Performance

Business Unit 2020 Targets Activity Results

Land Mobility ●Motorcycles ●RVs (ATVs, ROVs and SMBs) ●PAS

2





Reduction of CO emissionsReduce by 1% (annualaverage) per net sales

Reduce by 9% on 2009 levels - Achieved 19% reduction atYamaha Motor only energy-saving working groupactivities- Achieved 40% reductionGroupwide by end ofFY2018- Theoretical-Value-BasedEnergy Project

Support theeffective useand recycling oflimitedresources

Reduce water consumption - Understand amount ofwater consumption atGroup companies

- Continued to measureamount of waterconsumption at Groupcompanies using globalaggregation system

Reduction of waste volumeReduce by 1% (annualaverage) per net sales

Reduce by 6% on 2012 levels Achieved 25.4% reduction by2018

EcoManagement

Link Groupwideoperations withlocal activities

Create and operate

Groupwide environmental

management systems

(Integrated certification)

- Promote and increase useof integrated certification- Enhance functions ofglobal environmentalinformation collectionsystem

- Two overseas companiesstarted to use integratedcertificationsystemTBI, YMBL ⇒ Total 46companies- New system released in2018

Eco Mind Have all Groupemployeesactivelyundertakeenvironmentalmeasures with ahigh awarenessof targets


Foster Eco Mind amongGroup company employeesand have them proactivelyengage in activities

- Provided continuous level-specificenvironmentaltraining- Communicated globalenvironmental educationalmaterials

Be trusted andrespected as acorporate citizenby localcommunities

Communicate with local

communities

Preserve ecosystems

(Biodiversity Guideline)

Promote sustainableenvironmental activitiestrusted by local communities

- Formulated Outline ofMain Biodiversity Initiatives- Continued systematic andvoluntary activities- Reported on activities bycumulative total of 150,000people (Environmentalfigures measured bysecretariat)

Well received bythe communityas anenvironmentallyadvancedcompany

Proactively discloseinformation from anenvironmental perspective

Globally communicateoutline of biodiversityinitiatives and effortsImprove external evaluations

- Published examples ofactivities on website- Published Outline of MainBiodiversity Initiatives onwebsite- Published SDGs’ initiativesand signing of GlobalCompact

Environmental Plan 2020 Product Related Performance


Land Mobility ●Motorcycles ●RVs (ATVs, ROVs and SMBs) ●PAS

2


Motorcycles

- Reduce CO emissionsImprove weighted averagefuelefficiencyby150% (on 1995 levels)- Comply with exhaust gas laws andregulationsAchievebothEURO4/5andfuelefficiency

- Weighted averagefuelefficiency145%Achieved 95% of target- Complied with exhaust gas regulations andachievedfuelefficiencyIntroducedfuel-efficientEU4compliantBLUECOREengine

ATVs·ROVs

Snowmobiles

- Purify exhaust gasApplying to ATV, ROVandSMB:EPA/CARBregulations/NRMMregulations- Reduce fuel vaporization gasesApplying to ATV and ROV:CARBEvaporativeEmissionControls

- Achieved regulatory compliance for allmodels, compliance with exhaust gasregulationsandfuelefficiency- Plan to achieve 75% compliance compared tototalunitsby 2021 models

Electricallypower

assistedbicycles

Keep weight of drive unit to 3.5 kg or less (2012model:4.6kg)

PW-X drive unit 3.1 kg, achieved 112% of target-Expandedsalesoflightweightdrive unit,achieved 110% compared with previous year- Increased lightweight drive unit lineup, introducedYPJ-X

Marine ●ME ●WVs/Other, Pools

Marine engines

Improvefuelefficiencyby 50% (on 2008 levels)- Develop direct fuel injection system- Develop innovative lowering technology

-Launchedfirst4-stroke direct fuel injection -F/FL425L

Personal watercraft

Reducerunningcostsby 50% (on 1998 levels)- Reduce SMC (sheet molding compound)weightby 10% (on 2015 levels)- Improvejetpumpefficiency

- Used Xcel2 material in FX models- Achieved 5% improvement in jet pumpefficiency

Boats

- Improvefuelefficiencyby 10% (on 2015levels)-Lightweight,lowresistance technologiesComplete standardsby Structure ThroughTeam

-Reducedweightby 5%- Reduced hull resistance (increasedspeedby5%)

Robotics ●IM ●UMSs

Surface mounters and

industrial robots

- Area productivityin2005:9.3kCPH/mTarget: 10-fold increase to93kCPH/m-Electricityconsumptionin2005:0.03Wh/chipTarget:40%reduction to0.018Wh/chip

- Area productivity:90.5kCPH/mAchieved 97.3% of target-Electricityconsumption:0.016Wh/chipAchieved 112% of target

Industrial-use

unmanned

helicopters

- Improvefuelconsumptionby 33% (on 2015levels)-Reduceflightnoiseby3db(on2016levels):Maximum noise value in four-directionalhovering

- Introduced electric models → reducedflightnoiseby10db(Compared to FAZER4-stroke engine)

Other ●Golf cars ●Automobileengines ●Electricwheelchairs ●Multi-purpose engines ●Generators ●Snowblowers

2

2

2

2



Motorcycles

- Reduce CO emissionsImprove weighted averagefuelefficiencyby150% (on 1995 levels)- Comply with exhaust gas laws andregulationsAchievebothEURO4/5andfuelefficiency

- Weighted averagefuelefficiency145%Achieved 95% of target- Complied with exhaust gas regulations andachievedfuelefficiencyIntroducedfuel-efficientEU4compliantBLUECOREengine

ATVs·ROVs

Snowmobiles

- Purify exhaust gasApplying to ATV, ROVandSMB:EPA/CARBregulations/NRMMregulations- Reduce fuel vaporization gasesApplying to ATV and ROV:CARBEvaporativeEmissionControls

- Achieved regulatory compliance for allmodels, compliance with exhaust gasregulationsandfuelefficiency- Plan to achieve 75% compliance compared tototalunitsby 2021 models

Electricallypower

assistedbicycles

Keep weight of drive unit to 3.5 kg or less (2012model:4.6kg)

PW-X drive unit 3.1 kg, achieved 112% of target-Expandedsalesoflightweightdrive unit,achieved 110% compared with previous year- Increased lightweight drive unit lineup, introducedYPJ-X

Marine ●ME ●WVs/Other, Pools

Marine engines

Improvefuelefficiencyby 50% (on 2008 levels)- Develop direct fuel injection system- Develop innovative lowering technology

-Launchedfirst4-stroke direct fuel injection -F/FL425L

Personal watercraft

Reducerunningcostsby 50% (on 1998 levels)- Reduce SMC (sheet molding compound)weightby 10% (on 2015 levels)- Improvejetpumpefficiency

- Used Xcel2 material in FX models- Achieved 5% improvement in jet pumpefficiency

Boats

- Improvefuelefficiencyby 10% (on 2015levels)-Lightweight,lowresistance technologiesComplete standardsby Structure ThroughTeam

-Reducedweightby 5%- Reduced hull resistance (increasedspeedby5%)

Robotics ●IM ●UMSs

Surface mounters and

industrial robots

- Area productivityin2005:9.3kCPH/mTarget: 10-fold increase to93kCPH/m-Electricityconsumptionin2005:0.03Wh/chipTarget:40%reduction to0.018Wh/chip

- Area productivity:90.5kCPH/mAchieved 97.3% of target-Electricityconsumption:0.016Wh/chipAchieved 112% of target

Industrial-use

unmanned

helicopters

- Improvefuelconsumptionby 33% (on 2015levels)-Reduceflightnoiseby3db(on2016levels):Maximum noise value in four-directionalhovering

- Introduced electric models → reducedflightnoiseby10db(Compared to FAZER4-stroke engine)

Other ●Golf cars ●Automobileengines ●Electricwheelchairs ●Multi-purpose engines ●Generators ●Snowblowers

2

2

2

2


Golf cars

- Improvefuelefficiency- Enhance electric vehicle lineup- Enhance long-lasting, lightweight lithiumbattery vehicles- Introduce low-noise models

- Began production of YTF 400, which achievesfuelefficiencytarget- Fuel injection (FI) model achieved 20%improvementinfuelefficiencycompared tocab vehicles- Introduced G30


Reduce weight of 100 kg electric wheelchair withhandlebars by 65 kg: Target 35 kg

Exhibited YNF-01 trial model at International HomeCare & Rehabilitation Exhibition

Generators

Snow blowers

-Supplyfuelefficient,lightweightpowerunits- Ensure 95% recyclability rate

- Launched New 2K (0LSB) inverter powergenerator- Achieved 95% recyclability rate

Significantlyimproved environmental performance, including higherefficiency, compactness and lighter weight, in newly developed

powertrains

Achieved Improvement in Power-Generation Efficiencyby Developing Smart Motor Generator (SMG) with Integrated PowerGenerator

1) Smart Motor Generator function equipped with HYBRID System to assist driving force when starting

2) New BLUE CORE engine provides smooth acceleration with low vibration to deliver a comfortable ride.

HYBRID System: The starter generator functions as a motor in response to throttle operation for a maximum of three seconds ontakeoff from a stationary position, helping to assist the torque of the engine.BLUE CORE: Yamaha Motor’s engine design concept which takes riding enjoyment,fuelefficiencyandenvironmentalperformance to all-new levels. The aim is to achieve greater performance by focusing on the threepointsofhigh-efficiencycombustion, high cooling performance and loss reduction.

NOZZA GRANDE (Model equipped with SMG;

Sold in Thailand and Vietnam)

Directfuelinjectionusedforfirsttimein 4-stroke outboard motor

Development of Lightweight, Compact Power Units

*1

*2

*1

*2



Golf cars

- Improvefuelefficiency- Enhance electric vehicle lineup- Enhance long-lasting, lightweight lithiumbattery vehicles- Introduce low-noise models

- Began production of YTF 400, which achievesfuelefficiencytarget- Fuel injection (FI) model achieved 20%improvementinfuelefficiencycompared tocab vehicles- Introduced G30


Reduce weight of 100 kg electric wheelchair withhandlebars by 65 kg: Target 35 kg

Exhibited YNF-01 trial model at International HomeCare & Rehabilitation Exhibition

Generators

Snow blowers

-Supplyfuelefficient,lightweightpowerunits- Ensure 95% recyclability rate

- Launched New 2K (0LSB) inverter powergenerator- Achieved 95% recyclability rate

Significantlyimproved environmental performance, including higherefficiency, compactness and lighter weight, in newly developed

powertrains

Achieved Improvement in Power-Generation Efficiencyby Developing Smart Motor Generator (SMG) with Integrated PowerGenerator

1) Smart Motor Generator function equipped with HYBRID System to assist driving force when starting

2) New BLUE CORE engine provides smooth acceleration with low vibration to deliver a comfortable ride.

HYBRID System: The starter generator functions as a motor in response to throttle operation for a maximum of three seconds ontakeoff from a stationary position, helping to assist the torque of the engine.BLUE CORE: Yamaha Motor’s engine design concept which takes riding enjoyment,fuelefficiencyandenvironmentalperformance to all-new levels. The aim is to achieve greater performance by focusing on the threepointsofhigh-efficiencycombustion, high cooling performance and loss reduction.

NOZZA GRANDE (Model equipped with SMG;

Sold in Thailand and Vietnam)

Directfuelinjectionusedforfirsttimein 4-stroke outboard motor

Development of Lightweight, Compact Power Units

*1

*2

*1

*2

A sleeveless cylinder made through plasma fusion technology was introduced to achieve a lighter weight, more compact

engine.

Also, to increasefuelcombustionefficiencyandachieve outstanding torque and power with lower displacement, direct

fuel injection, which directly sprays fuel at high pressure and precision into each combustion chamber, was adapted.

F/FL425A

Business Activities and Environmental Impact

Yamaha Motor strives to ascertain the environmental impact of its business activities and promotes activities that minimize

the effects of its products and services on the environment throughout the life cycle.

Infiscal2018,CO emissions throughout the life cycle totaled530thousandt-CO (1.8%)inScopes1and2combined,

and30,080thousandt-CO inScope3,whichaccountsfor98.2%ofthetotal.

ThedomainwiththehighestemissionswasScope3,Category11(Useofsoldproducts),accountingfor84.8%ofthe

total. We recognize that it is vital to reduceCO emissions from our customers’ use of our products.

2 2

2

2


(*) Scope 3: Other indirect emissions are calculated using the Emission Unit Value Database (ver. 2.6) as per the Ministry of the

Environment’s Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain (ver. 2.3;

December, 2017).

Source: https://www.env.go.jp/earth/ondanka/supply_chain/gvc/files/tools/GuideLine_ver2.3.pdf

Category 8. Lease assets (upstream)

Operating times for copiers and personal computers under lease contracts are included in electricity charges under Scope 2.

The emission volume for this category is 0.

Category 9. Shipping and transport (downstream)

Motorcycles account for roughly 80% of the number of items shipped by all operating divisions, and almost all product

deliveries to customers in all countries and territories are made at dealerships. The emission volume for this category is 0.

Category 11. Use of products sold

Energy usage per vehicle based on average fuel consumption or rate of electricity use, multiplied by product lifetime in years

and annual number of units sold.

Category 13. Lease assets (downstream)

This applies to leased motorbikes, electrically power-assisted bicycles, boats, etc. Because Yamaha Motor provides the same

products for leasing, this is included in Category 11, “Use of products sold.” The emission volume for this category is 0.

Category 14. Franchising

As Yamaha Motor does not have a franchising system, the emission volume for this category is 0.

Category 15. Investment

As Yamaha Motor is not considered an investor for the purpose of gaining profit,thisisexcluded from the calculation.



A sleeveless cylinder made through plasma fusion technology was introduced to achieve a lighter weight, more compact

engine.

Also, to increasefuelcombustionefficiencyandachieve outstanding torque and power with lower displacement, direct

fuel injection, which directly sprays fuel at high pressure and precision into each combustion chamber, was adapted.

F/FL425A

Business Activities and Environmental Impact

Yamaha Motor strives to ascertain the environmental impact of its business activities and promotes activities that minimize

the effects of its products and services on the environment throughout the life cycle.

Infiscal2018,CO emissions throughout the life cycle totaled530thousandt-CO (1.8%)inScopes1and2combined,

and30,080thousandt-CO inScope3,whichaccountsfor98.2%ofthetotal.

ThedomainwiththehighestemissionswasScope3,Category11(Useofsoldproducts),accountingfor84.8%ofthe

total. We recognize that it is vital to reduceCO emissions from our customers’ use of our products.

2 2

2

2


(*) Scope 3: Other indirect emissions are calculated using the Emission Unit Value Database (ver. 2.6) as per the Ministry of the

Environment’s Basic Guidelines on Accounting for Greenhouse Gas Emissions Throughout the Supply Chain (ver. 2.3;

December, 2017).

Source: https://www.env.go.jp/earth/ondanka/supply_chain/gvc/files/tools/GuideLine_ver2.3.pdf

Category 8. Lease assets (upstream)

Operating times for copiers and personal computers under lease contracts are included in electricity charges under Scope 2.

The emission volume for this category is 0.

Category 9. Shipping and transport (downstream)

Motorcycles account for roughly 80% of the number of items shipped by all operating divisions, and almost all product

deliveries to customers in all countries and territories are made at dealerships. The emission volume for this category is 0.

Category 11. Use of products sold

Energy usage per vehicle based on average fuel consumption or rate of electricity use, multiplied by product lifetime in years

and annual number of units sold.

Category 13. Lease assets (downstream)

This applies to leased motorbikes, electrically power-assisted bicycles, boats, etc. Because Yamaha Motor provides the same

products for leasing, this is included in Category 11, “Use of products sold.” The emission volume for this category is 0.

Category 14. Franchising

As Yamaha Motor does not have a franchising system, the emission volume for this category is 0.

Category 15. Investment

As Yamaha Motor is not considered an investor for the purpose of gaining profit,thisisexcluded from the calculation.




2018 Plans and PerformancePresenting the list of 2018 environmental activities

Action Areas Priority Actions 2018 Plans 2018 Performance

Eco Products Raise environmentalattractiveness through productdevelopment from the perspectives of theenvironment and customers

Develop products toraise environmentalattractiveness

See “Environmental Plan 2020 ProductRelated Performance”

Eco Operations

Environmentalprotectionthrough globalactivities aimedat minimizingenvironmentalimpact

Reduce risksfromenvironmentallyhazardoussubstancesImplementgreenprocurement

VOC reduction Maintain level of VOCemissions per unit ofsales to preventdeterioration fromFY2010

Continue reduction activities

VOC values were at the same level as inthe previous year.

Greenprocurementactivities

Adhere to rulesregarding prohibitedsubstances (zero harmfulsubstances in ourproducts)

Continued to maintain greenprocurement activities

Establishment and operation of the newControl Standard of EnvironmentallyHazardous Substances


CO emissionsassessmentand reduction

Each Group companyto reduce COemissions by 1% pernet sales per year

Group companies set a target of 1%reduction in CO emissions intensity peryear and worked to reduce greenhousegases in their overall business activities

CO emissions decreased by 10,571 t-CO from 2017, and improved 2.1% perunit of sales year on year (goal achieved)

Reduction ofCO emissionsfrommanufacturingprocesses

Reduce by 9% per unitof sales comparedwith 2009

Achieved target with 38% improvementvs. 2009

2009 CO emissions per unit of sales:2.587

2018 CO emissions per unit of sales:1.615 (down 38%)

Reduction ofCO emissionsfromdistributionoperations

Reduce by 1% (annualaverage) per unit ofsales

Achieved target with 10.1% improvementvs. 2016


2018 CO emissions per unit of sales:54.5 (down 10.1%)

Reduce by 12% perunit of salescompared with 2006

Not achieved target despite 8%improvement vs. 2006


2018 CO emissions per unit of sales:54.5 (down 8%)

Implement the3 R’s throughthe 3 E’s

Promotion of 3R’s in productdevelopment

Reusing/recyclinginitiatives

Continued initiatives

22 2

22

2

2

2

2

2

2

2

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Promotion of 3R’s inmanufacturing

Keep waste materialsfor direct/indirectlandfill disposal to 0tons

0 tons (YMC)

Achieve 100%recycling of wastematerial inmanufacturingprocesses

100% (YMC)

Wastematerials inmanufacturingprocesses

Achieve super-zeroemission

Achieved super-zero emission again(YMC)

Establishmentof recyclingsystem forproducts inJapan

Voluntary initiatives tomaintain a motorcyclerecycling system

Proper handling and recycling ofmotorcycles were implemented throughdealerships (Japan only)

Reduction ofpartspackagingmaterials

Maintain target ofmaking 74.5% ofpackaging materialsreturnable

2018 Performance: 73.4%

Reduce waterconsumption


Understand actualwater consumptionstatus of Groupcompanies

Investigation carried out using globalinvestigation system; amount of waterconsumption observed

EcoManagement

Environmentalmanagementthroughreinforcementof Groupenvironmentalgovernancesystems

Create and operate Groupwideenvironmental managementsystems

Increase number ofcompanies usingintegratedcertification system (target: 3 companies)

Result: 2 companiesProvided Group EMS activities to 46companies using integrated certificationsystem

Eco Mind

Environmentalcontributionsthrough diverseeco-activitiestargeting a sustainableglobalenvironment

Expansion and support of diverseeco-activities

Achieve 67%participation rate in eco-commuting

Participation rate in eco-commuting reached 78.3%

Establish the EcoPoint system

Number of persons participated inactivities under the Yamaha Eco Pointsystem: 6,582 (system firmly in place)


Provideenvironmentaleducation in eachsegment bystratification

Implemented for new employees, generalemployees, supervisors and generalmanagers(distribution of environmentalinformation)

Communication with communities Continue participationof a cumulative totalof 40,000 YamahaMotor Group peoplein the 40,000 People’sV Campaign

Target not reached in 2018, withparticipation by 38,544 persons (aim:96.36%), 123.0% compared with 2017

Give lectures oncorporateenvironmentalinitiatives atcommunity eventsand schools

Gave lectures on corporateenvironmental initiatives at universitiesin Shizuoka Prefecture



Promotion of 3R’s inmanufacturing

Keep waste materialsfor direct/indirectlandfill disposal to 0tons

0 tons (YMC)

Achieve 100%recycling of wastematerial inmanufacturingprocesses

100% (YMC)

Wastematerials inmanufacturingprocesses

Achieve super-zeroemission

Achieved super-zero emission again(YMC)

Establishmentof recyclingsystem forproducts inJapan

Voluntary initiatives tomaintain a motorcyclerecycling system

Proper handling and recycling ofmotorcycles were implemented throughdealerships (Japan only)

Reduction ofpartspackagingmaterials

Maintain target ofmaking 74.5% ofpackaging materialsreturnable

2018 Performance: 73.4%



Understand actualwater consumptionstatus of Groupcompanies

Investigation carried out using globalinvestigation system; amount of waterconsumption observed

EcoManagement

Environmentalmanagementthroughreinforcementof Groupenvironmentalgovernancesystems

Create and operate Groupwideenvironmental managementsystems

Increase number ofcompanies usingintegratedcertification system (target: 3 companies)

Result: 2 companiesProvided Group EMS activities to 46companies using integrated certificationsystem

Eco Mind

Environmentalcontributionsthrough diverseeco-activitiestargeting a sustainableglobalenvironment

Expansion and support of diverseeco-activities

Achieve 67%participation rate in eco-commuting

Participation rate in eco-commuting reached 78.3%

Establish the EcoPoint system

Number of persons participated inactivities under the Yamaha Eco Pointsystem: 6,582 (system firmly in place)


Provideenvironmentaleducation in eachsegment bystratification

Implemented for new employees, generalemployees, supervisors and generalmanagers(distribution of environmentalinformation)

Communication with communities Continue participationof a cumulative totalof 40,000 YamahaMotor Group peoplein the 40,000 People’sV Campaign

Target not reached in 2018, withparticipation by 38,544 persons (aim:96.36%), 123.0% compared with 2017

Give lectures oncorporateenvironmentalinitiatives atcommunity eventsand schools

Gave lectures on corporateenvironmental initiatives at universitiesin Shizuoka Prefecture


Ongoing holding ofvarious study trips tofactories

Gave environmental lessons to localjunior high school students

Continueenvironmentalpreservation activitiesin concert with localmunicipalities andother corporations

Participated in tree thinning and treeplanting in areas planted by Iwata City; abeach cleanup campaign in HamamatsuCity; a cleanup campaign at LakeHamana in Kosai City; a cleanup activityat Lake Hamana; tree planting at aseawall in Kakegawa City; and otherprograms

Participate in eventsintended to improvecommunication withlocal communities

Held dialogues with local governments

Participated at environmental eventssponsored by local non-profitorganizations (communication with non-profit organizations and local residents)

Preserve ecosystems Loggerhead sea turtlepreservation activities

Ecosystemmonitoring activities

Participated in loggerhead sea turtleprotection activities; conductedmonitoring at the Yamaha MotorKikukawa Test Course to preserve rareplant species including orchids andPenthorum chinense (where the numberof Penthorum chinense and Bletillastriata plants is increasing); worked toremove alien plant species at NakatajimaSand Dunes for protection of theendangered riverside tiger beetle; andcontinued to carry out reforestationactivities in the spring and fall on hillyland that forms the scenery around LakeHamana

Communicating environmentalinformation in relation to products,technologies, and services

Communicateenvironmentalproduct information

Exhibited environmental products atCommunication Plaza

Promoteenvironmentalproduct informationdissemination

Ongoing disclosure on the Company’swebsite regarding environmentalinformation for each motorcycle modeland information on 3R designs andmotorcycle/FRP recycling systems, etc.








Biodiversity







Ongoing holding ofvarious study trips tofactories

Gave environmental lessons to localjunior high school students

Continueenvironmentalpreservation activitiesin concert with localmunicipalities andother corporations

Participated in tree thinning and treeplanting in areas planted by Iwata City; abeach cleanup campaign in HamamatsuCity; a cleanup campaign at LakeHamana in Kosai City; a cleanup activityat Lake Hamana; tree planting at aseawall in Kakegawa City; and otherprograms

Participate in eventsintended to improvecommunication withlocal communities

Held dialogues with local governments

Participated at environmental eventssponsored by local non-profitorganizations (communication with non-profit organizations and local residents)

Preserve ecosystems Loggerhead sea turtlepreservation activities

Ecosystemmonitoring activities

Participated in loggerhead sea turtleprotection activities; conductedmonitoring at the Yamaha MotorKikukawa Test Course to preserve rareplant species including orchids andPenthorum chinense (where the numberof Penthorum chinense and Bletillastriata plants is increasing); worked toremove alien plant species at NakatajimaSand Dunes for protection of theendangered riverside tiger beetle; andcontinued to carry out reforestationactivities in the spring and fall on hillyland that forms the scenery around LakeHamana

Communicating environmentalinformation in relation to products,technologies, and services

Communicateenvironmentalproduct information

Exhibited environmental products atCommunication Plaza

Promoteenvironmentalproduct informationdissemination

Ongoing disclosure on the Company’swebsite regarding environmentalinformation for each motorcycle modeland information on 3R designs andmotorcycle/FRP recycling systems, etc.








Biodiversity






Environmental ManagementIntroducing information concerning environmental management activities

Organizational Structures for Promoting Environmental Management

The Yamaha Motor Group has established an Environment Committee, chaired by Director, as the central organization

responsible for the Group’s environmental activities in Japan and overseas. The committee deliberates on policies and visions

for the future concerning environmental initiatives, medium- and long-term environmental policies, strategic investment

proposals relating to environmental preservation, environmental monitoring topics and responses to issues, and other key

issues relating to environmental management. The policies and activities discussed are reported to the Board of Directors as

necessary.

The Yamaha Motor Group Organizational Structure for Environmental Planning and Promotion

Environmental Consolidated Scope

Thescopeincludesconsolidatedsubsidiariesunderfinancialaccountingandaffiliatedcompaniesdeterminedto be

important for environmental management. As of March 31, 2019, 113 companies are within the scope of global environmental

consolidation. (As of December 31, 2018, 115 companies are within the scope of global environmental consolidation.)


Strengthening Environmental Governance through Global EnvironmentalISO14001UnifiedCertification

In accordancewithourBasicPoliciesofCSR,theGrouphaspursuedglobalenvironmentalISO14001unifiedcertification

mainlyformanufacturingcompaniesinJapan,Asia,Europe,theUnitedStates,andSouthAmerica,asanenvironmental

management initiative.In2018,twomore participatingcompanieswereadded,andthe46targetcompaniesreceivedunified

certification.

Meanwhile,weare carryingoutrisk-basedenvironmentalmanagementforcompanieswithrelativelylowenvironmental

risk,includingtheintroductionofin-housecertificationsystems.

WewillalsoenhancethefeaturesofG-YECOS*,whichwascreatedasaproprietaryinformationnetworksystem,making

environmentalinformationmore comprehensive,ensuringthoroughlegalandregulatorycompliance,achieving Group

environmental targetsandimproving environmental performance,aswellasmakingourmanagementsystemsmoreefficient

andfurtherstrengthening environmental governance bysharingissuesateachcompanywiththeentire Group.

Third-partyauditsoflegalcomplianceregardingtheenvironmentandsafety havebeencarriedoutatcertainbusiness

officesinJapananddomesticGroupcompaniessince2018.

G-YECOS:GlobalYamaha Motor Environment&CSROperationSystem

TheYamaha Motor Groupmakesuseofitsproprietary global environmental&CSRoperationsystem(G-YECOS)to promote

sharingandvisualizingofGroupcompanies’environmentalinformationandCSRactivities,andto improve communication

among Groupcompaniesincludingheadquarters.G-YECOSalsoservesasatoolforappropriateandtimelycollectionand

analysisofvarioustypesofenvironmentaldataforthepurposeofdisclosure tostakeholders.Wewillcontinueto enhance the

utilityofthesystemasaportalsiteoftheYamaha Motor GroupforESGinformationincludingenvironmentalinformation.

IntegratedManagementSystemOperation

Yamaha Motorhasintroducedanintegratedmanagementsystemthatintegratesenvironmentalandsafetymanagement,

whichhasledto improvementandgreaterefficiencyinon-sitebusinessprocesses.We areworkingto improve the

effectivenessofthemanagementsystemthrough continual improvementusingthePDCA(Plan,Do,Check,andAct)cycle.

Meanwhile,integratedmanagementsystemauditsuseaproprietarysystemledby internally certifiedauditorsto increase

theskillsofemployeesinasystematicmanner,takingaprocess-orientatedapproach to improveon-sitebusinessprocesses.

We havealsoreinforcedgovernance bysettingpriorityaudititemseachyearandapplyingthemGroup-wide.

EnvironmentalManagementCosts

Environmental ManagementIntroducing information concerning environmental management activities

Organizational Structures for Promoting Environmental Management

The Yamaha Motor Group has established an Environment Committee, chaired by Director, as the central organization

responsible for the Group’s environmental activities in Japan and overseas. The committee deliberates on policies and visions

for the future concerning environmental initiatives, medium- and long-term environmental policies, strategic investment

proposals relating to environmental preservation, environmental monitoring topics and responses to issues, and other key

issues relating to environmental management. The policies and activities discussed are reported to the Board of Directors as

necessary.

The Yamaha Motor Group Organizational Structure for Environmental Planning and Promotion

Environmental Consolidated Scope

Thescopeincludesconsolidatedsubsidiariesunderfinancialaccountingandaffiliatedcompaniesdeterminedto be

important for environmental management. As of March 31, 2019, 113 companies are within the scope of global environmental

consolidation. (As of December 31, 2018, 115 companies are within the scope of global environmental consolidation.)


Yamaha Motor discloses quantitative information concerning its environmental preservation measures and calculates

environmental costs and the effects of these costs, based on the Environmental Accounting Guidelines of Japan’s Ministry of

the Environment (2005 edition) and by taking into account the concept of natural capital including the equivalent monetary

amount for activities to preserve biodiversity, so that it can conduct more effective environmental management.

Total environmental costs, including capital investment and operating costs, were approximately 35.8 billion yen in 2018,

an increase of approximately 5.1% from the previous year.

Full-year equivalent economic effects amounted to 113 million yen.

The Company did not incur any environment-relatedfinesorpenaltiesduringthefiscal2018accountingperiod.Yamaha

Motor continues to strive to comply with environmental laws and regulations.

2018 Environmental Costs and Economic Effects(The scope of environmental accounting is the YMC integrated management system.)

Category

Environmental Costs Economic Effects

Details of activitiesCapital

InvestmentOperating

CostsTotal Within

FYFull-Year

Equivalent

Businessarea costs

Pollution preventioncosts

64 172 236 1 4 Activities of the working group on compliancewith air, water, soil, noise, and otherenvironmental regulations and the reduction ofVOCs

Global environmentpreservation costs

319 63 382 37 82 Activities of the working group on the preventionof global warming, protection of the ozone layer,and energy conservation

Resource recyclingcosts

59 245 304 20 23 Activities of the working group on theappropriate processing of emissions andreduction of waste materials

Subtotal 442 480 922 58 109

Upstream/Downstream costs 0 4 4 0 4 Promoting recycling and green procurement formotorcycles and FRP boats

Administration costs 4 1,039 1,043 0 0 Progress in global environmental ISO 14001unifiedcertification,promotion of level-specificenvironmental training, and disclosure ofenvironmental information

R&D costs 1,896 31,971 33,867 0 0 Research and Development for enhancement ofenvironmental performance including COreductions and 3R planning for reduction ofenvironmental burden

Social activity costs 0 8 8 0 0 Biodiversity initiatives and donations toenvironmental-related NPOs

Environmental remediation costs 0 1 1 0 0 Measures to counter environmentalmalfunctions and expenses for the restoration ofnature

Total 2,342 33,503 35,845 58 113

Unit: Millions of yen. Figures may not add up due to rounding.

Environmental Preservation Effects

Category Within FY Full-Year Equivalent

Reduced energy (GJ) 15,255 34,384

Reduced CO (t-CO ) 1,028 2,218

Conserved water (t) 10,000 30,000

Reduced waste (t) 623 716

Reduced VOC (t) 1 1

2

R&D costs: includes some estimatesEconomic effects do not include deemed effects such as risk avoidance and enhancement of corporate image.Calculations areonacash-flowbasisanddonotincludedepreciation or reserves.

2 2

All of the environmental preservation effects are estimated based on environmental conservation costs.

Strengthening Environmental Governance through Global EnvironmentalISO14001UnifiedCertification

In accordancewithourBasicPoliciesofCSR,theGrouphaspursuedglobalenvironmentalISO14001unifiedcertification

mainlyformanufacturingcompaniesinJapan,Asia,Europe,theUnitedStates,andSouthAmerica,asanenvironmental

management initiative.In2018,twomore participatingcompanieswereadded,andthe46targetcompaniesreceivedunified

certification.

Meanwhile,weare carryingoutrisk-basedenvironmentalmanagementforcompanieswithrelativelylowenvironmental

risk,includingtheintroductionofin-housecertificationsystems.

WewillalsoenhancethefeaturesofG-YECOS*,whichwascreatedasaproprietaryinformationnetworksystem,making

environmentalinformationmore comprehensive,ensuringthoroughlegalandregulatorycompliance,achieving Group

environmental targetsandimproving environmental performance,aswellasmakingourmanagementsystemsmoreefficient

andfurtherstrengthening environmental governance bysharingissuesateachcompanywiththeentire Group.

Third-partyauditsoflegalcomplianceregardingtheenvironmentandsafety havebeencarriedoutatcertainbusiness

officesinJapananddomesticGroupcompaniessince2018.

G-YECOS:GlobalYamaha Motor Environment&CSROperationSystem

TheYamaha Motor Groupmakesuseofitsproprietary global environmental&CSRoperationsystem(G-YECOS)to promote

sharingandvisualizingofGroupcompanies’environmentalinformationandCSRactivities,andto improve communication

among Groupcompaniesincludingheadquarters.G-YECOSalsoservesasatoolforappropriateandtimelycollectionand

analysisofvarioustypesofenvironmentaldataforthepurposeofdisclosure tostakeholders.Wewillcontinueto enhance the

utilityofthesystemasaportalsiteoftheYamaha Motor GroupforESGinformationincludingenvironmentalinformation.

IntegratedManagementSystemOperation

Yamaha Motorhasintroducedanintegratedmanagementsystemthatintegratesenvironmentalandsafetymanagement,

whichhasledto improvementandgreaterefficiencyinon-sitebusinessprocesses.We areworkingto improve the

effectivenessofthemanagementsystemthrough continual improvementusingthePDCA(Plan,Do,Check,andAct)cycle.

Meanwhile,integratedmanagementsystemauditsuseaproprietarysystemledby internally certifiedauditorsto increase

theskillsofemployeesinasystematicmanner,takingaprocess-orientatedapproach to improveon-sitebusinessprocesses.

We havealsoreinforcedgovernance bysettingpriorityaudititemseachyearandapplyingthemGroup-wide.

EnvironmentalManagementCosts



Reduced energy: effects of reducing electricity, oil, gas, etc., are corrected in the unit of energyEffect of reduced CO : effect of reducing energy origin CO2 2








Biodiversity





Yamaha Motor discloses quantitative information concerning its environmental preservation measures and calculates

environmental costs and the effects of these costs, based on the Environmental Accounting Guidelines of Japan’s Ministry of

the Environment (2005 edition) and by taking into account the concept of natural capital including the equivalent monetary

amount for activities to preserve biodiversity, so that it can conduct more effective environmental management.

Total environmental costs, including capital investment and operating costs, were approximately 35.8 billion yen in 2018,

an increase of approximately 5.1% from the previous year.

Full-year equivalent economic effects amounted to 113 million yen.

The Company did not incur any environment-relatedfinesorpenaltiesduringthefiscal2018accountingperiod.Yamaha

Motor continues to strive to comply with environmental laws and regulations.

2018 Environmental Costs and Economic Effects(The scope of environmental accounting is the YMC integrated management system.)

Category

Environmental Costs Economic Effects

Details of activitiesCapital

InvestmentOperating

CostsTotal Within

FYFull-Year

Equivalent

Businessarea costs

Pollution preventioncosts

64 172 236 1 4 Activities of the working group on compliancewith air, water, soil, noise, and otherenvironmental regulations and the reduction ofVOCs

Global environmentpreservation costs

319 63 382 37 82 Activities of the working group on the preventionof global warming, protection of the ozone layer,and energy conservation

Resource recyclingcosts

59 245 304 20 23 Activities of the working group on theappropriate processing of emissions andreduction of waste materials

Subtotal 442 480 922 58 109

Upstream/Downstream costs 0 4 4 0 4 Promoting recycling and green procurement formotorcycles and FRP boats

Administration costs 4 1,039 1,043 0 0 Progress in global environmental ISO 14001unifiedcertification,promotion of level-specificenvironmental training, and disclosure ofenvironmental information

R&D costs 1,896 31,971 33,867 0 0 Research and Development for enhancement ofenvironmental performance including COreductions and 3R planning for reduction ofenvironmental burden

Social activity costs 0 8 8 0 0 Biodiversity initiatives and donations toenvironmental-related NPOs

Environmental remediation costs 0 1 1 0 0 Measures to counter environmentalmalfunctions and expenses for the restoration ofnature

Total 2,342 33,503 35,845 58 113

Unit: Millions of yen. Figures may not add up due to rounding.

Environmental Preservation Effects

Category Within FY Full-Year Equivalent

Reduced energy (GJ) 15,255 34,384

Reduced CO (t-CO ) 1,028 2,218

Conserved water (t) 10,000 30,000

Reduced waste (t) 623 716

Reduced VOC (t) 1 1

2

R&D costs: includes some estimatesEconomic effects do not include deemed effects such as risk avoidance and enhancement of corporate image.Calculations areonacash-flowbasisanddonotincludedepreciation or reserves.

2 2

All of the environmental preservation effects are estimated based on environmental conservation costs.


Reducing CO2 EmissionsIntroducing corporate efforts to reduce CO<sub>2</sub> emissions

CO Emissions at the Yamaha Motor Group

The Yamaha Motor Group endeavors to identify greenhouse gas emissions resulting both directly (e.g., from the burning of fuel

at factories) and indirectly (e.g., from electricity use at factoriesandoffices)from its corporate activities at each location, and

to reduce those amounts.

We will also work to more precisely measure direct and indirect emissions at each location, and to further reduce

emissions at each factoryandoffice.

*Greenhouse gas: For Yamaha Motor, this is almost entirely CO .

CO Emissions at the Yamaha Motor GroupScopes 1 and 2

Note: Calculated as total emissions excluding reduction effect from power generation from 2017.Previous years' data has been recalculated accordingly.

CO Emissions by Region at the Yamaha Motor GroupScopes 1 and 2

Scope 1 Greenhouse gases directly emitted by businesses

Scope 2 Greenhouse gases emitted by businesses’ use of electricity, heat, and hot water

By Area (FY2018)

2

2

2

2


Japan NorthAmerica

Europe Oceania Asia Central andSouth

America

China TotalEmissions

Japan NorthAmerica

Europe Oceania Asia Central andSouth

America

China TotalEmissions

Manufacturing 141,292 50,750 5,586 0 289,953 4,981 32,634 512,750

Non-manufacturing

1,869 5,242 4,262 1,239 2,507 24 1,652 16,763

Total 143,162 55,991 9,848 1,239 292,460 5,005 34,286 529,513

% 26% 10% 2% 0% 54% 1% 6% 100%

(Unit: t-CO )Note: Totals may not add up due to rounding.

Top 10 Countries (FY2018)

Rank Country CO Emissions ％

1 Japan 143,162 26.4%

2 Indonesia 135,521 25.0%

3 India 56,475 10.4%

4 USA 54,288 10.0%

5 Thailand 37,693 7.0%

6 China 34,286 6.3%

7 Vietnam 29,121 5.4%

8 Taiwan 24,693 4.6%

9 Malaysia 4,897 0.9%

10 France 4,085 0.8%

(Unit: t-CO )Note: Totals may not add up due to rounding.

Notes:Boundary 115 companies, comprising Yamaha Motor Co., Ltd. and its manufacturing and non-manufacturing consolidated subsidiaries and affiliated companies.

Calorific value unit Gasoline: 34.6GJ/kL; Kerosene: 36.7GJ/kL; Diesel: 38.2GJ/kL; Bunker A (No. 2) fuel oil: 39.1GJ/kL; LPG: 50.2GJ/t; Butane: 49.6GJ/t; Natural gas:35.2GJ/1,000m ; City gas: 41.1GJ/1,000m ; Hot water: 1.36GJ/GJ, Electricity: 9.76GJ/1,000kWh

CO emission factors Gasoline: 2.32t-CO /kL; Kerosene: 2.49t-CO /kL; Diesel: 2.62t-CO /kl; Bunker A (No. 2) fuel oil: 2.71t-CO /kL; LPG: 3.00t-CO /t; Butane: 3.03t-CO /t;Natural gas (overseas): 1.81t-CO /1,000m ; City gas 13A (Japan): 2.03t-CO /1,000m ; Coal (China): 1.93t-CO /t; Hot water supplied by third parties:0.057t-CO /GJElectricity (t-CO /1,000kWh): Japan: 0.381; U.S. (California: 0.365; Southeast: 0.708; Ohio Valley: 0.892; Florida: 0.631; ERCT (Texas): 0.639; TennesseeValley: 0.623); Canada: 0.209; the Netherlands: 0.440; U.K.: 0.467; Italy: 0.455; France: 0.087; Spain: 0.383; Portugal: 0.452; Sweden: 0.051; Germany: 0.453;Turkey: 0.462; Russia: 0.325; India: 0.942; Singapore: 0.526; Taiwan: 0.628; China: 0.851; Brazil: 0.085; Argentina: 0.371; Peru: 0.206; Colombia: 0.121;Mexico: 0.522; Poland: 0.667; Australia: 0.841; New Zealand: 0.165; Indonesia: 0.752; Philippines: 0.457; Thailand: 0.538; Malaysia: 0.532; Vietnam: 0.407;Pakistan: 0.394

Calculating Greenhouse Gas Emissions Along the Supply Chain

The Yamaha Motor Group strives to identify greenhouse gas emissions released directly, such as by burning fuel at factories in

the course of manufacturing operations (Scope 1), indirectly through the use of electricity in factoriesandoffices(Scope2)

and other emissions (Scope 3), to reduce those amounts.

Notes:

Boundary Scopes 1 and 2: 115 companies , comprising Yamaha Motor Co., Ltd. and manufacturing and non-manufacturing consolidated subsidiaries or affiliatedcompanies

2

2

2

3 3

2 2 2 2 2 2 2

23

23

2

2

2

*

Reducing CO2 EmissionsIntroducing corporate efforts to reduce CO<sub>2</sub> emissions

CO Emissions at the Yamaha Motor Group

The Yamaha Motor Group endeavors to identify greenhouse gas emissions resulting both directly (e.g., from the burning of fuel

at factories) and indirectly (e.g., from electricity use at factoriesandoffices)from its corporate activities at each location, and

to reduce those amounts.

We will also work to more precisely measure direct and indirect emissions at each location, and to further reduce

emissions at each factoryandoffice.

*Greenhouse gas: For Yamaha Motor, this is almost entirely CO .

CO Emissions at the Yamaha Motor GroupScopes 1 and 2

Note: Calculated as total emissions excluding reduction effect from power generation from 2017.Previous years' data has been recalculated accordingly.

CO Emissions by Region at the Yamaha Motor GroupScopes 1 and 2

Scope 1 Greenhouse gases directly emitted by businesses

Scope 2 Greenhouse gases emitted by businesses’ use of electricity, heat, and hot water

By Area (FY2018)

2

2

2

2


Scope 3: Yamaha Motor Group

Scope 3 calculationmethod

Energy usage per vehicle based on average fuel consumption or rate of electricity use, multiplied by product lifetime in years and annual number of unitssold

Emission factors Gasoline: 0.002322t-CO /ℓ; Electricity: 0.000485t-CO /kWh

*As a result of reviewing the environmental consolidation scope from the 2018 data, most of the non-consolidated subsidiaries have been excluded from the

boundary.

Reducing CO Emissions at the Manufacturing Stage

Though Yamaha Motor’s initial targetforfiscal2018wasa9%reduction in CO emissions per net sales comparedwithfiscal

2009,theCompanywasableto reduce those emissions by36%,thereby achieving the target. However, overall emissions

increased1%year on year.

New energy sources such as solar power and cogenerationaccountedfor11thousandMWh(7%oftotal electric power

consumption). We are committed to continuing the introduction of energy-saving devices and improving our operational

management system.

CO Emissions at Yamaha Motor

Note: Calculated as total emissions excluding reduction effect from power generation from2017. Previous years' data has been recalculated accordingly.

Renewable Energy Usage at the Yamaha Motor Group

Power Generation System Using Solar and Wind Power at Factories

The Yamaha Motor Group is installing power generation systems that use solar and wind power. Following the

installation of a solar power generation system at the Iwata Main Factory in 2004, these systems have been successively

installed elsewhere and the use of renewable energy is expanding.

Installations continue at overseas locations as well, and in 2018, solar power generation systems were introduced in

locations including the United States, Thailand, and Taiwan.

The amount of power generated in 2018 totaled 12,878 MWh (equivalent to a reduction of roughly 11,801 t-CO ), and

was used for various factory operationsandofficelightingandairconditioning.

2 2

2

2

2

2


Solar power – 792 kw (USA)

Taking Our Know-How Accumulated in Japan Worldwide

In 2018, the Yamaha Motor Group continued to pursue activities aimed at further reducing CO emissions.

The main initiative has been the rollout of the Global Utility Cost Reduction Project (Theoretical-Value-Based energy

project) since 2013, for energy conservation at Group companies in Japan and overseas.

This project builds on the energy conservation expertise accumulated in Japan by sharing this know-how with

overseas Group companies and working together to reduce CO emissions across the Group.

Initiatives during the year included the automated shutdown of electrical machinery when not needed, CO controls

for exhaust fans, a shift to hydraulic servomotors, and the reduction of boiler blow rates. These led to the lowering of CO

emissions per net sales (39% below the 2012 level, the year prior to the start of the project) and reductions in CO

emissions (15% below the 2012 level).

Since launching this project, Yamaha Motor’s energyefficiencytechnicianshave visited a total of 30 locations in 13

countries, in which Yamaha Motor Group companies operate, including those in Japan, and the project has been

expanded to cover 98% of Groupwide CO emissions with the aim of reducing energy loss.

Going forward, we will continue pursuing activities aimed at further reducing emission volumes at each factory and

officeinorder to lower overall CO emissions.

Education on energy conservation at TYM(Thailand)

Reducing CO Emissions at the Distribution Stage

Yamaha Motor has established the goal of "improving transportationefficiencyby 1% a year (compared with 2006)" for all

divisions. Yamaha Motor’s basic approach is to implement measures beginning with those that will have the greatest CO -

limiting impact while balancing the energy conservationbenefitwithcostbenefit.Yamaha Motor has also established a

working group that centrally promotes CO emission reductions in distribution.

In 2018, distribution-related CO emissions per unit of sales were reduced by 0.4%, owing to efforts including improving

the load factor, consolidated transportation, and increasing transportationefficiency.

We will continue working to improve transportationefficiencygoingforward.

CO Emissions in Distribution at Yamaha Motor

2

2

2

2

2

2

2

2

2

2

2

2



























2

2

2

2

2

2

2

2

2

2

2

2


Note: Differenceswithfigures in the text aredueto rounding.

Transport EfficiencyatYamaha Motor

*Unit volumecalculatedby convertingthefuelenergynecessary tomove 1 tonof freight1kmintocrudeoil

ProductsthatAddressClimateChange

Countermeasuresagainsttheeffectsofglobalwarmingareoneofthemostimportant ways to addressclimatechange,

includingbothreducingtheeffectsofclimatechangeandpreparingfortherisksassociatedwithclimatechange.TheYamaha

Motor Groupisaddressingclimatechangethroughitswide-rangingbusinessactivitiesandisalsocreatingproductsthat

addressclimatechange.

Next-generation,high-performancecompactengine:BLUE CORE

YamahaMotor developedtheBLUECOREhigh-performancecompactengineasahigher-dimensionembodimentofboth

the joyofriding,withanemphasisonfuelefficiencyandenvironmentalperformance.Theenginewasfirstincludedinthe

Nozza Grande,ascootertargetingwomenthatwasreleasedinVietnamin2014.BLUE CORE is an environmentally-

friendlyplatformenginethatmakesfurther advancesinhighlyefficientcombustion,highercoolingperformance,and

powerlossreduction,withhigh-dimensiontuninginlinewiththemodel’sspecialfeaturesalsopossible.We arecurrently

developingarangeofvariationsofthistechnology,whichisparticularlypopularintheASEANregionanddelivers vastly

superiorenvironmentalperformancecomparedwithpreviousengines.



























2

2

2

2

2

2

2

2

2

2

2

2


BLUE CORE engine-equipped 125cc LEXi-S (Indonesiaspecifications)

Clean Water Supply System provides reliably safe water

Increasedfloodingcausedbyclimatechangeisleadingtohigherpollutionofwaterresources.Drinkingcontaminated

water harms the health of the people in a community,impedingsocialandeconomicdevelopment. The Yamaha Clean

Water Supply System uses naturalsand,gravel, and the photosynthesisofalgaeina“slowsandfiltration” system to

purify water, providingasafe, stable supply of potable water to areas whereitisdifficultto obtain.

Yamaha Clean WaterSupplySystemproducesdrinkingwaterfromsurfacerunoff

Addressingfloodedroads resultingfromclimatechange

Increased rainfall caused byclimatechangesignificantlyimpairsthedrivingperformance of cars and motorcycles,

especially in the ASEAN regionwhere infrastructure is weak. Yamaha Motor is addressingfloodedroads by introducing

motorcycleswiththeaircleanerplacedatahigherpositionthaninordinary models.

EnergyConsumptionwithinYamaha Motor Group

In FY2018, the Yamaha Motor Group’s total energyconsumptionwas9.51millionGJ External Assurance , of which electricity

accountedfor72%,or6.86millionGJ.Around85%oftheGroup’s energyconsumptionwasinAsia,includingJapan.Seekingto

reduce our electricity consumption, we areworkinginadeliberate manner on various initiatives. These include implementation

of status analysis and reduction activities throughtheintroduction of equipment that visualizeselectricityusage,installation

of power-savingequipmentinfactories,andadoptionofLEDlightingatoffices.

Note: Differenceswithfigures in the text aredueto rounding.

Transport EfficiencyatYamaha Motor

*Unit volumecalculatedby convertingthefuelenergynecessary tomove 1 tonof freight1kmintocrudeoil

ProductsthatAddressClimateChange

Countermeasuresagainsttheeffectsofglobalwarmingareoneofthemostimportant ways to addressclimatechange,

includingbothreducingtheeffectsofclimatechangeandpreparingfortherisksassociatedwithclimatechange.TheYamaha

Motor Groupisaddressingclimatechangethroughitswide-rangingbusinessactivitiesandisalsocreatingproductsthat

addressclimatechange.

Next-generation,high-performancecompactengine:BLUE CORE

YamahaMotor developedtheBLUECOREhigh-performancecompactengineasahigher-dimensionembodimentofboth

the joyofriding,withanemphasisonfuelefficiencyandenvironmentalperformance.Theenginewasfirstincludedinthe

Nozza Grande,ascootertargetingwomenthatwasreleasedinVietnamin2014.BLUE CORE is an environmentally-

friendlyplatformenginethatmakesfurther advancesinhighlyefficientcombustion,highercoolingperformance,and

powerlossreduction,withhigh-dimensiontuninginlinewiththemodel’sspecialfeaturesalsopossible.We arecurrently

developingarangeofvariationsofthistechnology,whichisparticularlypopularintheASEANregionanddelivers vastly

superiorenvironmentalperformancecomparedwithpreviousengines.


Energy Use by Source









Biodiversity






Reducing Environmentally Hazardous SubstancesIntroducing corporate efforts to reduce use of environmentally hazardous substances


Reducing PRTR Substances

In accordance with various countries’ regulations, the Yamaha Motor Group tracks and reports the content of chemical

substances that may be harmful to human health or the environment in the waste materials it generates or discharges. More

than 99% of the PRTR substances released by Yamaha Motor are VOCs , most of which are generated in painting processes.

In 2013, we upgraded the painting booth at our main Iwata Factory, which now uses low-VOC paints. The new engine parts

line set up in 2015 uses a smaller volume of painting materials as it has adopted a robotic painting booth that features the

latestairflowcontrol system. At other factories, as well, we are reducing VOC emissions through optimization of the paint

robot system and other means.

We plan to continue reducing VOC volumes by promoting expanded use of low-VOC paints, improvingcoatingefficiency,

and reducing paint volumes.

PRTR: Pollutant Release and Transfer RegisterVOCs: Volatile Organic Compounds

Trends in VOC Release at Yamaha Motor

Managing Environmentally Hazardous Substances at the Manufacturing Stage

Yamaha Motor manages environmentally hazardous substances emitted from its factories in accordance with relevant laws

and regulations, and is working to reduce its emissions of these substances by adjusting conditions for the operation of

equipment to curtail the creation of nitrogen oxides, improvingheatefficiencyto reduce fuel consumption, and switching to

low-nitrogen and low-sulfur fuels.

Annual NOx and SOx Emission Volumes at Yamaha Motor

*1

*2

*1

*2

Reducing environmentally hazardous substances used for products

The number of regulated substances has increased as countries have increasingly regulated the use of environmentally

hazardous substances in recent years. The Yamaha Motor Group is responding by steadily developing environmental

management activities at various factories overseas as well as in Japan.

For example, regarding products that fall under the scope of the revised Restriction of Hazardous Substances (RoHS)

Directive* regulating the use of certain substances in electrical and electronic equipment in Europe, we have already complied

with the revisions that come into force from July 22, 2019 in advance. We are also preparing to ensure that our main products

comply with the revised Registration, Evaluation, Authorisation and Restriction of Chemical Substances (REACH) regulations

that conditionally restrictspecifiedphthalatescontainedinplasticized materials. Those revisions will come into effect from

July 7, 2020.

Furthermore, warning label rules have been revised under Proposition 65 in California in the United States. We have

completed the switch to labels based on the new rules concerning chemical substances contained in products marketed in

California.

Going forward, we will work to share information from across the entire supply chain, while systematically reducing the

use of environmentally hazardous substances and pursuing alternatives.

*RoHS: Directive 2011/65/EU on the Restriction of the use of certain Hazardous Substances in electrical and electronic equipment(recast)

*REACH: Regulation (EC) No 1907/2006 concerning the Registration, Evaluation, Authorisation and Restriction of Chemicals








Biodiversity






Reducing environmentally hazardous substances used for products

The number of regulated substances has increased as countries have increasingly regulated the use of environmentally

hazardous substances in recent years. The Yamaha Motor Group is responding by steadily developing environmental

management activities at various factories overseas as well as in Japan.

For example, regarding products that fall under the scope of the revised Restriction of Hazardous Substances (RoHS)

Directive* regulating the use of certain substances in electrical and electronic equipment in Europe, we have already complied

with the revisions that come into force from July 22, 2019 in advance. We are also preparing to ensure that our main products

comply with the revised Registration, Evaluation, Authorisation and Restriction of Chemical Substances (REACH) regulations

that conditionally restrictspecifiedphthalatescontainedinplasticized materials. Those revisions will come into effect from

July 7, 2020.

Furthermore, warning label rules have been revised under Proposition 65 in California in the United States. We have

completed the switch to labels based on the new rules concerning chemical substances contained in products marketed in

California.

Going forward, we will work to share information from across the entire supply chain, while systematically reducing the

use of environmentally hazardous substances and pursuing alternatives.

*RoHS: Directive 2011/65/EU on the Restriction of the use of certain Hazardous Substances in electrical and electronic equipment(recast)

*REACH: Regulation (EC) No 1907/2006 concerning the Registration, Evaluation, Authorisation and Restriction of Chemicals








Biodiversity






Reducing, Reusing, and RecyclingIntroducing measures for recycling and limiting the use of natural resources


The 3R concept (Reduce, Reuse, Recycle) is becoming ever more important in all phases of product life cycles, from

development and production to use and final disposal, in order to create a recycling-oriented society. The Yamaha Motor Group

set “promoting recycling and the effective use of limited resources” as a goal and has undertaken various initiatives to meet it.

We are adopting various approaches to conserve natural resources and enhance recycling efficiency. In addition to

actively utilizing recyclable materials, we are reducing the number of parts and making them smaller by pursuing optimal size.

We also use LED technologies to lengthen product life while adopting designs that facilitate dismantling and improving the

recyclability of parts. Our aim is to improve the applicability of the 3R concept to our products.

Measures to Reduce Waste and Conserve Resources at the Manufacturing Stage

In FY2018, Yamaha Motor generated a total of 22.6 thousand tons of waste . We separate metal, plastic, foundry sand, and

other waste for reuse and recycling as raw materials. We also subject oil and some plastics to a thermal recycling process to

create materials that can be used as combustion improvers. In addition, we use post-combustion residue as a raw material in

cement and roadbeds. As a result, we have maintained our direct and indirect landfill record of “zero tons” (a 100% recycling

rate).

The Yamaha Motor Group began tracking its volume of waste from FY2016. Group companies in Japan and overseas

have been working to reduce their volumes of waste by thoroughly separating waste, introducing returnable packaging

materials, and using longer-lasting cutting fluids and oils. The Yamaha Motor Group’s waste material volume (aggregate for 70

out of 115 companies which are included in the scope of environmental disclosure) in FY2018 was 38 thousand tons.

External Assurance

Aggregate volume of materials discharged (including industrial waste, specially controlled industrial waste and materials withvalue).

Waste Generation at the Manufacturing Stage and RecyclingRate at Yamaha Motor

* Specially controlled industrial waste from Yamaha Motor 2014: 177 tons 2015: 566 tons 2016: 290 tons 2017: 277 tons 2018: 229 tons

Specially controlled industrial waste:Industrial waste materials that are explosive, poisonous, infectious, or otherwise harmful or potentially harmful to human healthor the environment

*1

*1

*2

*2


Percentage of Recycled Materials Procured by YamahaMotor

3R Designs and Product Recycling

The Yamaha Motor Group is proactively incorporating the “3R (Reduce, Reuse, Recycle) design” in its various products.

In Japan, we continue to work with other companies in our industry in the “motorcycle recycling system” for appropriate

disposal by stores handling motorcycle scrapping. We also participate in a similar “recycling system for small FRP boats” in

the marine segment, and are also implementing “renewal and recycling of FRP pools.”

Example of 3R Design

3R Initiatives in Spare Parts Distribution

Yamaha Motor’s Spare Parts Section is working to save energy and resources through various 3R initiatives. These include

“reducing” by improving the filling rate with respect to packaging for spare parts sent overseas, “recycling” through the

introduction of dedicated returnable packaging, such as plastic pallets and buckets, for spare parts sent overseas, and

“reusing” by increasing the number of overseas shipping destinations that use returnable materials.

Thanks to these initiatives, in 2018 we achieved a 73.4% returnable rate (percentage of total shipping cases sent overseas

that use returnable materials), compared with our target of 70% or higher.


Percentage of Returnable Parts Containers for Overseas Shipment at Yamaha Motor

Returnable pallet body Returnable bucket body

Returnable Pallets/Buckets Used in 2018

Delivered to Number of Returnable Pallets Number of ReturnableBuckets

Europe 2,137 47,700

North America 3,043 61,674

South America 829 34,566

Oceania 192 5,538

Asia 393 23,910

Total 6,594 173,388

Measuring and Reducing Water Consumption

The Yamaha Motor Group is working to reduce consumption of water.

In accordance with our 2020 goal of “promoting recycling and the effective use of limited resources,” we continue to strive

to measure our global use of water and reduce consumption Groupwide through programs including the reuse of coolant

water and water collection (rainwater and other sources) at factories, the reuse of water using reverse osmosis (RO)

membranes, posters to remind employees to conserve water, and the installation of water-saving packing in faucets.

In 2018, Yamaha Motor’s water intake volume was 1,030 thousand m and wastewater volume was 1,290 thousand m

External Assurance .

Water Intake and Recovered Water Used at the Yamaha Motor Group

3 3

Percentage of Recycled Materials Procured by YamahaMotor

3R Designs and Product Recycling

The Yamaha Motor Group is proactively incorporating the “3R (Reduce, Reuse, Recycle) design” in its various products.

In Japan, we continue to work with other companies in our industry in the “motorcycle recycling system” for appropriate

disposal by stores handling motorcycle scrapping. We also participate in a similar “recycling system for small FRP boats” in

the marine segment, and are also implementing “renewal and recycling of FRP pools.”

Example of 3R Design

3R Initiatives in Spare Parts Distribution

Yamaha Motor’s Spare Parts Section is working to save energy and resources through various 3R initiatives. These include

“reducing” by improving the filling rate with respect to packaging for spare parts sent overseas, “recycling” through the

introduction of dedicated returnable packaging, such as plastic pallets and buckets, for spare parts sent overseas, and

“reusing” by increasing the number of overseas shipping destinations that use returnable materials.

Thanks to these initiatives, in 2018 we achieved a 73.4% returnable rate (percentage of total shipping cases sent overseas

that use returnable materials), compared with our target of 70% or higher.


Note: The increase in the volume of recovered water used in 2017 includes the effect of new sites able to measure recovered water.Boundary: Yamaha Motor Co., Ltd. and its manufacturing and non-manufacturing consolidated subsidiaries and affiliated companies.

(99 out of 115 companies which are included in the scope of environmental disclosure) (The boundary for affiliated companieschanged from 2017.)

Breakdown of Water Intake at the Yamaha Motor Group (thousand m )

2014 2015 2016 2017 2018

Undergroundwater

2,433 1,987 1,772 2,221 1,501

Industrial water 2,351 2,253 1,798 1,487 1,448

Tap water 670 391 1,317 575 946

Other fresh water 102 114 85 167 258

Note: Breakdown includes estimated figures.


3








Biodiversity





Percentage of Returnable Parts Containers for Overseas Shipment at Yamaha Motor

Returnable pallet body Returnable bucket body

Returnable Pallets/Buckets Used in 2018

Delivered to Number of Returnable Pallets Number of ReturnableBuckets

Europe 2,137 47,700

North America 3,043 61,674

South America 829 34,566

Oceania 192 5,538

Asia 393 23,910

Total 6,594 173,388

Measuring and Reducing Water Consumption

The Yamaha Motor Group is working to reduce consumption of water.

In accordance with our 2020 goal of “promoting recycling and the effective use of limited resources,” we continue to strive

to measure our global use of water and reduce consumption Groupwide through programs including the reuse of coolant

water and water collection (rainwater and other sources) at factories, the reuse of water using reverse osmosis (RO)

membranes, posters to remind employees to conserve water, and the installation of water-saving packing in faucets.

In 2018, Yamaha Motor’s water intake volume was 1,030 thousand m and wastewater volume was 1,290 thousand m

External Assurance .

Water Intake and Recovered Water Used at the Yamaha Motor Group

3 3


BiodiversityIntroducing the Outline of Yamaha Motor Group’s Main Biodiversity Initiatives

Outline of Yamaha Motor’s Main Biodiversity Initiatives

Background

We recognize the importance of preserving biodiversity and other issues related to sustainability, and also that

addressing these issues can lead to opportunities for growth.

Yamaha Motor has always attempted to harmonize all of its corporate activities with the global environment,

through initiatives including technological innovation in smaller, more environmentally friendly engines, the creation

of products such as electrically power assisted bicycles and electric motorcycles that use smart power

technologies, and research and development of next-generation power sources.

We have therefore formulated the “Outline of Yamaha Motor’s Main Biodiversity Initiatives” to build on these

programs as we address biodiversity.

Concept

We will address biodiversity independently, systematically and continuously,

based on our corporate philosophy, the Yamaha Motor Group Basic CSR

Policy, and the Environmental Plan 2020, from the perspectives of “diversity

of ecosystems, biological species, and genes,” “activities that supplement

thebenefitsofnature,” and “minimizing the impact created.


Contribute with intellectualtechnologies that respect the

earth

We are deeply awareofthesignificantbenefitsofnature on our productfields,andaimto use technology topreserve biodiversity.

Pursue activities that are inharmonywiththeearth’s

environment

We will continue tosystematicallyaddress biodiversity by cultivating anecologicalmindsetandtakinggreaterinitiative.

Where biodiversity is threatened,wewill promoteactivitiesatagloballevel that protect and foster nature inharmonywiththeearth’senvironment.

Make strides in environmentalcommunicationandinformation

disclosure

We will cooperateandworktogetherwith broadsegmentsofsocietyinouractivities to address biodiversity,andstrive todiscloseinformationasappropriate.

Biodiversity Initiatives

We arecontinuouslyimplementingsystematicactivitiesinlinewiththeOutlineofYamahaMotor’s Main Biodiversity Initiatives,

based on voluntary participationofemployees.

Forexample,wehavebeenengagedinbeachcleanupcampaignssincetheearly1990soncoastsinJapanandabroad to

protect our beautiful and abundant seas. We are carrying on these activities and continuing to cultivateanecologicalmindset.

Protecting the Endangered Loggerhead Sea Turtle

Every year,femalesoftheendangered loggerhead turtlespeciescometoEnshunadaCoast,anaturalsitepopularwithlocals,

to lay their eggs.

We havebeenconductingbeachcleanupcampaignsatthecoastincooperation with Sanctuary N.P.O. for 28 years

startingin1991.Acumulative totalof13,333volunteers have participatedintheseactivities,includingemployees,their

families,andfriends.

Organizing “Sustainable Beach” Project and Participating in Loggerhead TurtleCleanupCampaign

We organize cleanup activities to protect the endangered loggerhead sea turtle by collecting garbage that could be an obstacle

to egg-laying,scraps of vinyl that could be eaten bymistake,emptyplasticbottlesorcans,andotherlitter. We also put down

clothbagsfilledwithsandandJapanesesedgeseedsto prevent sand fromblowingaway,inorder to restore the sandy soil of

the beach itself that is essential for turtles to lay eggs.

Beach cleanup activities Gathering seeds of native Japanese sedge

Protecting the Endangered Riverside Tiger Beetle (Diversity of biological speciesand genes)

Sustainable DevelopmentGoals(SDGs)


The riverside tiger beetle is an endangered species that was driven from its riverside home by the impact of human activities,

such as the construction of levees, and has managed to survive in the Nakatajima Sand Dunes. Since 2015, we have continued

to carry out activities twice a year to protect the beetle’s habitat through the removal of alien plant species* in collaboration

with the Coastal Control Division of the Hamamatsu Public WorksOfficeofShizuokaPrefectural Government.

* Alien plant species: Diodia teres, Oenothera laciniata, Lolium perenne, Conyzacanadensis

Implementation of Campaign to Remove Alien Plant Species

We carry out campaigns to remove alien plant species with volunteers, focusing on Oenothera laciniata in May and Diodia

teres in September, when each species can be most effectively weeded out.

The riversidetigerbeetleisclassifiedasavulnerable species.

Removing alien plant species

Protecting Nature (Diversity of the Ecosystem)

LakeHamanaisoneofShizuokaPrefecture’s cherished natural sites. To protect the lake’s nature, shore-cleaning activities are

carried out every year, mainly by employees from Marine-related businesses.

Organized Marine Cleanup Activities at Lake Hamana

Employees from Marine-related businesses carry out cleanup activities every year using such products as personal watercraft

and boats to collect trash that has washed onto shore, even in areas that cannot be reached by land.

We completed a cleanup of the entire circumference of Lake Hamana during our 10th cleanup activities in 2018, and will

begin going around for a second time during our next cleanup activities.

Marine products play an active role. Approximately 100 participants arrive via twowharves.

Coral Reef Conservation Activities

Okinawa Prefecture is said to be home to more than approximately 360 species of coral. However, it is said that Okinawa

Prefecture’s coral has been diminishing rapidly both in variety and in number due to environmental changes in recent years.


Contribute with intellectualtechnologies that respect the

earth

We are deeply awareofthesignificantbenefitsofnature on our productfields,andaimto use technology topreserve biodiversity.

Pursue activities that are inharmonywiththeearth’s

environment

We will continue tosystematicallyaddress biodiversity by cultivating anecologicalmindsetandtakinggreaterinitiative.

Where biodiversity is threatened,wewill promoteactivitiesatagloballevel that protect and foster nature inharmonywiththeearth’senvironment.

Make strides in environmentalcommunicationandinformation

disclosure

We will cooperateandworktogetherwith broadsegmentsofsocietyinouractivities to address biodiversity,andstrive todiscloseinformationasappropriate.

Biodiversity Initiatives

We arecontinuouslyimplementingsystematicactivitiesinlinewiththeOutlineofYamahaMotor’s Main Biodiversity Initiatives,

based on voluntary participationofemployees.

Forexample,wehavebeenengagedinbeachcleanupcampaignssincetheearly1990soncoastsinJapanandabroad to

protect our beautiful and abundant seas. We are carrying on these activities and continuing to cultivateanecologicalmindset.

Protecting the Endangered Loggerhead Sea Turtle

Every year,femalesoftheendangered loggerhead turtlespeciescometoEnshunadaCoast,anaturalsitepopularwithlocals,

to lay their eggs.

We havebeenconductingbeachcleanupcampaignsatthecoastincooperation with Sanctuary N.P.O. for 28 years

startingin1991.Acumulative totalof13,333volunteers have participatedintheseactivities,includingemployees,their

families,andfriends.

Organizing “Sustainable Beach” Project and Participating in Loggerhead TurtleCleanupCampaign

We organize cleanup activities to protect the endangered loggerhead sea turtle by collecting garbage that could be an obstacle

to egg-laying,scraps of vinyl that could be eaten bymistake,emptyplasticbottlesorcans,andotherlitter. We also put down

clothbagsfilledwithsandandJapanesesedgeseedsto prevent sand fromblowingaway,inorder to restore the sandy soil of

the beach itself that is essential for turtles to lay eggs.

Beach cleanup activities Gathering seeds of native Japanese sedge

Protecting the Endangered Riverside Tiger Beetle (Diversity of biological speciesand genes)

Sustainable DevelopmentGoals(SDGs)


Alarmed by this situation, a local group launched “Team Tyura Sango,” a public-private joint project to restore the coral reefs.

Yamaha Motor has supported this project since 2007 through measures including volunteer participation in coral planting

and seedling raisingaswellasfinancialassistanceandpromotion activities under the slogan “We will promote manufacturing

in harmony with the global environment to nurture hearts that cherish the beautiful sea.”

Photoshoot in front of an underwatermonument commemorating coral restoration

activities

Mangrove Reforestation (Chonburi, Thailand)

Yamaha Motor Parts Manufacturing (Thailand) Co., Ltd. (YPMT) is engaged in mangrove reforestation activities.

The effectsoftheseplantingactivitiesinclude,firstofall,thatthey provide a food source for the living creatures that

inhabit the area. Reforestation also absorbs CO and mitigates the effects of disasters caused by tsunamis and other high

waves. In addition, they allow people to study the natural environment amid rich natural surroundings and provide an

opportunity for communication between local residents and government.

We began our mangrove-planting program in 2012, and each year we plant mangroves along ocean coasts according to

the program plan.

Mangrove planting Organized jointly with Thai government


Yamaha Motor Vietnam Co., Ltd. (YMVN) has been conducting the Beach Cleanup Activities for the Blue Sea at beaches in

various locations in central and northern Vietnam since 2015. A total of 2,500 people have participated over the last four years.

ParticipantsincludeYMVNofficers,employees, and their family members who use some of their summer vacation to take

part in these activities, which have become an annual event.

The activities begin early in the morning. Participants walk along beaches and collect garbage such as bottles and plastic

items, including plastic bags.

These activities are not only effective for cleaning up the shore, but also for reminding local residents and tourists of the

importance of activities to preserve the global environment. They also serve as a driving force for continuing our


2

The riverside tiger beetle is an endangered species that was driven from its riverside home by the impact of human activities,

such as the construction of levees, and has managed to survive in the Nakatajima Sand Dunes. Since 2015, we have continued

to carry out activities twice a year to protect the beetle’s habitat through the removal of alien plant species* in collaboration

with the Coastal Control Division of the Hamamatsu Public WorksOfficeofShizuokaPrefectural Government.

* Alien plant species: Diodia teres, Oenothera laciniata, Lolium perenne, Conyzacanadensis

Implementation of Campaign to Remove Alien Plant Species

We carry out campaigns to remove alien plant species with volunteers, focusing on Oenothera laciniata in May and Diodia

teres in September, when each species can be most effectively weeded out.

The riversidetigerbeetleisclassifiedasavulnerable species.


Protecting Nature (Diversity of the Ecosystem)

LakeHamanaisoneofShizuokaPrefecture’s cherished natural sites. To protect the lake’s nature, shore-cleaning activities are

carried out every year, mainly by employees from Marine-related businesses.

Organized Marine Cleanup Activities at Lake Hamana

Employees from Marine-related businesses carry out cleanup activities every year using such products as personal watercraft

and boats to collect trash that has washed onto shore, even in areas that cannot be reached by land.

We completed a cleanup of the entire circumference of Lake Hamana during our 10th cleanup activities in 2018, and will

begin going around for a second time during our next cleanup activities.

Marine products play an active role. Approximately 100 participants arrive via twowharves.

Coral Reef Conservation Activities

Okinawa Prefecture is said to be home to more than approximately 360 species of coral. However, it is said that Okinawa

Prefecture’s coral has been diminishing rapidly both in variety and in number due to environmental changes in recent years.



environmental activities in the future by contributing to the environment and the local community through social activities in

line with our corporate policies, offering excitement.

Beach cleanup activities Proper disposal of collected garbage

Protecting Rare Plant Species at Development Facilities (Minimizing Impact)

To minimize the impact of our test courses on the natural environment, we carry out ongoing initiatives to offset the effect of

the courses on their surroundings.

Protecting Rare Plant Species at the Yamaha Motor Kikukawa Test Course

In 2008, the Company conducted a one-year environmental assessment before the start of construction of the Kikukawa Test

Course in Shizuoka Prefecture. The Company considers wildlife diversity through such measures as protecting areas of

existing vegetation and planting trees around the perimeter of the course.

When the course commenced operations in 2013, we simultaneously began initiatives to preserve rare plant species.

Bletilla striata plants, a near-threatenedspecies, increased in number.

A cluster of Penthorum chinense, a near-threatened species, increased in number.

Holding Nature Conservation Activities at Various Locations at Our Facilities

The egg-laying of the endangered forest green tree frog is monitored each year at Trail Land Hamakita.

ActivitiesthatSupplementtheBenefitsofNature

Alarmed by this situation, a local group launched “Team Tyura Sango,” a public-private joint project to restore the coral reefs.

Yamaha Motor has supported this project since 2007 through measures including volunteer participation in coral planting

and seedling raisingaswellasfinancialassistanceandpromotion activities under the slogan “We will promote manufacturing

in harmony with the global environment to nurture hearts that cherish the beautiful sea.”

Photoshoot in front of an underwatermonument commemorating coral restoration

activities

Mangrove Reforestation (Chonburi, Thailand)

Yamaha Motor Parts Manufacturing (Thailand) Co., Ltd. (YPMT) is engaged in mangrove reforestation activities.

The effectsoftheseplantingactivitiesinclude,firstofall,thatthey provide a food source for the living creatures that

inhabit the area. Reforestation also absorbs CO and mitigates the effects of disasters caused by tsunamis and other high

waves. In addition, they allow people to study the natural environment amid rich natural surroundings and provide an

opportunity for communication between local residents and government.

We began our mangrove-planting program in 2012, and each year we plant mangroves along ocean coasts according to

the program plan.

Mangrove planting Organized jointly with Thai government


Yamaha Motor Vietnam Co., Ltd. (YMVN) has been conducting the Beach Cleanup Activities for the Blue Sea at beaches in

various locations in central and northern Vietnam since 2015. A total of 2,500 people have participated over the last four years.

ParticipantsincludeYMVNofficers,employees, and their family members who use some of their summer vacation to take

part in these activities, which have become an annual event.

The activities begin early in the morning. Participants walk along beaches and collect garbage such as bottles and plastic

items, including plastic bags.

These activities are not only effective for cleaning up the shore, but also for reminding local residents and tourists of the

importance of activities to preserve the global environment. They also serve as a driving force for continuing our


2


We pursue activities tounderstandandsupplementthebenefitsofnature by carrying out reforestation to supplement the

naturalbeautyofthehillylandthatformspartofthesceneryofLake Hamana and participating in Iwata City’s groundwater

recharge project.

Reforestation

OnthehillylandthatformspartofthesceneryofLake Hamana next to the YamahaMarinaHamana-ko,wehave been carrying

out reforestation activities everyspringandfallsince2015,suchascreatingabeautifulbambooforest in a bamboo grove that

has been neglected and thinning tokeepthebamboofrom invading the broadleafforest.

Thinning bamboo Building seats with thinned bamboo

Participating in Iwata City’s Groundwater Recharge Project

We participate in Japanese cypress planting and treethinningintheforest in Iwata City’s northernmost area,arichsourceof

water. (The area is a “property ward,” a special public body in Japan.)


Yamaha Motor Group EnvironmentalPlan2050

InitiativesfortheGlobalEnvironment

2018PlansandPerformance




Reducing,Reusing,andRecycling

Biodiversity




Sustainable Development Goals (SDGs)｜ Participating in the UN Global Compact｜

environmental activities in the future by contributing to the environment and the local community through social activities in

line with our corporate policies, offering excitement.

Beach cleanup activities Proper disposal of collected garbage

Protecting Rare Plant Species at Development Facilities (Minimizing Impact)

To minimize the impact of our test courses on the natural environment, we carry out ongoing initiatives to offset the effect of

the courses on their surroundings.

Protecting Rare Plant Species at the Yamaha Motor Kikukawa Test Course

In 2008, the Company conducted a one-year environmental assessment before the start of construction of the Kikukawa Test

Course in Shizuoka Prefecture. The Company considers wildlife diversity through such measures as protecting areas of

existing vegetation and planting trees around the perimeter of the course.

When the course commenced operations in 2013, we simultaneously began initiatives to preserve rare plant species.

Bletilla striata plants, a near-threatenedspecies, increased in number.

A cluster of Penthorum chinense, a near-threatened species, increased in number.

Holding Nature Conservation Activities at Various Locations at Our Facilities

The egg-laying of the endangered forest green tree frog is monitored each year at Trail Land Hamakita.

ActivitiesthatSupplementtheBenefitsofNature


Promoting Environmental Awareness and Participation among EmployeesAn introduction to our activities to promote employee awareness of environmental issues and participation in environment-related activities.

Promoting Environmental Awareness and Participation among Employees

We consider it important to enhance employees’ environmental awareness and promote their understanding of environmental

activities, to promote environmental preservation activities through our business activities of providing products and services.

We, therefore, engage in various forms of internal communication related to the environment to achieve these aims.

Registered under the ExcellentEco-Commuting Business Site

Accreditation System since 2009

Participants in eco-commutingcampaign

Volunteer neighborhood cleanup in Iwata City

Introduced Yamaha Eco Point System

In January 2008, the Group introduced its Yamaha Eco Point System in support of the Yamaha Motor Group Environmental

Plan 2020 goal of having “every Group member strongly motivated to proactively participate in environmental programs.” This

system established an index that assigns points to environmental activities and allows members to select eco prizes

according to the number of activities conducted and the number of points earned in one year. In 2018, participation in this

program reached 6,582 persons (the number of persons who participated in activities included in the system).

Using the Intranet to Foster an “Eco Mind”

Yamaha Motor uses its corporate intranet to report in a timely manner on the status of eco-commuting and employee

volunteerism and to disseminate information on cleanup programs for beaches and areas in the vicinity of Company facilities

as well as environmental communication with local communities and the public. These efforts serve to raise employee

awareness concerning the environment and to encourage participation.

Ecology network 2018 environmental activity schedule

Distribution of ESG-Related Information by Email

Since January 2019, we have been sending a monthly email to employees at Yamaha Motor and Group companies in Japan,

containing ESG-related information including environmental information. The articles contained in these emails are also

posted to our intranet so they can be accessed at overseas Group companies. Articles to date have included explanations of

the external environment affecting environmental issues and the Yamaha Motor Group Environmental Plan 2050.

Greening of the Fukuroi Factory

Yamaha Motor’s Fukuroi Factory received the Minister of Economy, Trade and Industry Award, the highest honor among the

Excellent Greening Factory commendations presented by the Ministry of Economy, Trade and Industry to companies that have

made remarkable achievements in improving the environment both inside and outside their factories.

The Fukuroi Factory was recognized for its systematic efforts to promote greening, such as maintaining 42% of its

grounds as green space, of which 60% has been left as natural forest. We will continue to promote further greening and local

contribution activities with the aim of becoming a factory that is a model for the local community.

Fukuroi Factory

“Green Curtain” at Nakaze

Yamaha Motor continues to hold a regular event, displaying the installation of a “green curtain” made of bitter melon vines at

its Nakaze Factory as a global warming countermeasure. The curtain reduces the outside temperature by 5–6 degrees, which

helps conserve electricity.

These harvested goya (bitter melon) and passion fruit were distributed to and well received by local residents.


Ecology network 2018 environmental activity schedule

Distribution of ESG-Related Information by Email

Since January 2019, we have been sending a monthly email to employees at Yamaha Motor and Group companies in Japan,

containing ESG-related information including environmental information. The articles contained in these emails are also

posted to our intranet so they can be accessed at overseas Group companies. Articles to date have included explanations of

the external environment affecting environmental issues and the Yamaha Motor Group Environmental Plan 2050.

Greening of the Fukuroi Factory

Yamaha Motor’s Fukuroi Factory received the Minister of Economy, Trade and Industry Award, the highest honor among the

Excellent Greening Factory commendations presented by the Ministry of Economy, Trade and Industry to companies that have

made remarkable achievements in improving the environment both inside and outside their factories.

The Fukuroi Factory was recognized for its systematic efforts to promote greening, such as maintaining 42% of its

grounds as green space, of which 60% has been left as natural forest. We will continue to promote further greening and local

contribution activities with the aim of becoming a factory that is a model for the local community.

Fukuroi Factory

“Green Curtain” at Nakaze

Yamaha Motor continues to hold a regular event, displaying the installation of a “green curtain” made of bitter melon vines at

its Nakaze Factory as a global warming countermeasure. The curtain reduces the outside temperature by 5–6 degrees, which

helps conserve electricity.

These harvested goya (bitter melon) and passion fruit were distributed to and well received by local residents.


Environmental Education

In response to a request for partnership (provision of funding and support) from a teacher at Eastside Elementary School in

the United States, Yamaha Motor Manufacturing Corporation (YMMC) launched an environmental education project to help

students learn about their natural surroundings.

Students had the valuable experience of studying environmental issues such as ecosystems, the food chain, and pollution

in the midst of nature near West Point Lake. They came up with ways to improve air quality in the elementary school and

carried out tree planting.









Biodiversity






Risk ManagementAn introduction to the Yamaha Motor Group’s initiatives in the areas of risk management, crisis management, and business continuity

Risk Management Structure

Based on the Rules of Risk Management, the risk management structure works toward the thorough reduction of risks on a

Groupwide basis, and is led by the Risk Management and Compliance Committee and its subordinate council, the Risk

Management and Compliance Promotion Meeting, which comprises the risk management supervising section and divisions in

charge of risk management. The Committee, chaired by the President and Chief ExecutiveOfficer, monitors risk on a

GroupwidebasiswhilealsodesignatingsignificantrisksattheGroup level to be tackled as priorities and checking on activities

to address risk.

Furthermore, the divisions in charge of risk management formulate response policies and rules for the risks under their

charge, promote activities to address risk based on these response policies, etc., and monitor activities at headquarters

divisions and Group companies.

Risk Management Activity Cycle

Risk management activities are promoted through the repetition of the following PDCA (plan, do, check, and act) cycle. The

Yamaha Motor Group has prepared a risk management ledger of all risks that need to be covered, and works to reduce risk by

appropriately managing and operating the risk management ledger.


SignificantRisksattheGroupLevel

Eachyear,risksthatneedtobepreventedandaddressedasspecialprioritiesaredeterminedtobesignificantrisksatthe

Grouplevel.InadditiontotheresultsofriskassessmentattheGrouplevel,significantrisksattheGrouplevelcanbe

comprehensivelydeterminedanddesignatedbasedontheGroup'sbusinessstrategy,legalandregulatorychangesinsideor

outsidetheGroup,orotherdevelopmentsincludinginformationconcerningthelikelihoodofariskeventoccurringorthe

operatingenvironment.

Fiscal2019SignificantRisksattheGroupLevel

Background Measures

Naturaldisasters ThemainGroupmanufacturingplantsinJapanareconcentratedneartheepicenterofthepredictedNankaiTroughMegaquake,andmeasuresmustbetakentopreparefortyphoonsandothernaturaldisasters.Naturaldisastershave,therefore,beendesignatedassignificantrisks.

TheGroupispromotingmeasurestodealwiththescenarioofaNankaiTroughMegaquakeaswellasmeasurestoaddressotherearthquakes,typhoons,andothernaturaldisasters.

Violationoflawsandregulationsconcerningproductquality

Compliancewithregardtoproductqualityisafundamentalandimportantissueformanufacturers.FurtherstrengtheningthestructuresputinplacebytheGrouptopreventtheviolationoflawsandregulationsisnecessary.Violationoflawsandregulationsconcerningproductqualityhas,therefore,beendesignatedasignificantrisk.

TheGroupstrivestogaininformationregardingtheestablishmentofandchangestolawsandregulationsconcerningproductquality.Inaddition,theGroupworkstocreatemechanismsthatreflectthisinformationappropriatelyinin-houseregulationsandstandards,whilepursuingimprovementactivitiesandotherefforts.

MajoraccidentsinvolvingaYamahaproduct

AmajoraccidentinvolvingaYamahaproductisoneofthecausesofmarketpenaltiessuchaslarge-scalerecalls.TheGroupmustmakecontinualeffortstoensurezeroincidenceofsuchincidents.MajoraccidentsinvolvingaYamahaproducthave,therefore,beendesignatedsignificantrisks.

TheGroupispromotinginformation-gatheringactivitieslinkedtoproductaccidentsandmakingeffortstoraisequalityawarenessamongallemployees.

Cybersecurity ThedegreeofrelianceonandtheimportanceofinformationsystemswithintheGroup'sbusinessactivitiesisincreasing.Measuresareneededtopreventleaksofpersonalorconfidentialinformation,informationsystemdamage,etc.,causedbycyberattacksandcomputervirusinfections.Cybersecurityhas,therefore,beendesignatedasignificantrisk.

TheGroupistakingmeasurescoveringbothtangibleandintangibleaspectsofcybersecuritytoincreaseprotectionagainstexternalattacks,todetectanattackatanearlystage,andtominimizethedamageintheeventanattackweretooccur.

CrisisManagementStructureandActivities

TheYamahaMotorGroupworkstominimizethedamagefromandquicklyresolvecrisissituationsasperthe“RulesforInitial

ResponsetoanEmergency.”

Intheeventofadisaster,accident,orcompliance-relatedincidentattheGroup,thedivisioninvolvedwillreporttotherisk

managementsupervisingsectionorthedivisionsinchargeofriskmanagementasperstandardsfordeterminingthelevelof

reporting,whicharesetinadvance.IfthereportedeventisofascalesignificantenoughtowarranttheinvolvementofGroup

managementormultipledivisionsand/orcompanies,theriskmanagementsupervisingsectionwillreferthemattertoa

responseteamdesignatedinadvance,andanEmergencyCountermeasureHeadquarters,chairedbythePresident,willbe

established.Theheadquarterswillworktounderstandthesituationandformulateaprovisionalresponse,and,ifnecessary,

willpromptlyreportonthemattertocustomersandrelatedparties.

ManagementofInformation

TheYamahaMotorGroupformulatedtheYamahaMotorGroup–PrivacyPolicyin2003andcomplieswiththelocallawsand

regulationsrelatedtotheprotectionofpersonalinformationineachofthecountriesinwhichitoperates.InJapan,we

respondedproactivelytotheintroductionoftheMyNumbersystemin2016byformulatingtheYamahaMotorGroupDetailed


Operational Guidelines relating to the Protection of Designated Personal Information in 2015. We have also reflectedthe2017

revisions to the Act on the Protection of Personal Information in the previously formulated Group Operational Guidelines for

Protecting Personal Information and expanded coverage to the Group's subsidiaries in Japan. As for the GDPR (General Data

Protection Regulation) enacted in Europe in 2018, Yamaha Motor Europe N.V. and the parent company are working together

toward global compliance.

Employees handling personal information undergo training and education via compliance seminars held by the risk

management supervising section and e-training. The divisions in charge of risk management also provide direct advice and

guidance and other measures to ensure that customer information is handled appropriately.

Infiscal2018,there were no complaints about violations of our customers’ privacy.

Cybersecurity

The Yamaha Motor Group has implemented IT-related information security measures for the entire Group, covering areas

including access management, malware countermeasures, and disaster responses.

Group employees also undergo IT risk training annually, and assessments are carried out every year at Group companies

as we strive to strengthen security.

In addition, given the increasing sophistication of cyberattacks in recent years, Yamaha Motor implements measures

covering both tangible and intangible aspects of cybersecurity to increase our protection against external attacks, and to

detect an attack at an early stage and to minimize the damage in the event an attack were to occur. A Groupwide Computer

Security Incident Response Team has also been established to prepare against unforeseen events and also to function for

receiving and transmitting security information inside and outside the Company.

Business Continuity Planning

To prepare against envisioned risks that could impact the continuity of our business, Yamaha Motor has formulated “Rules of

Business Continuity” and responds as per those Rules.

Yamaha Motor's primary operations are concentrated in Shizuoka Prefecture, and could be affected if a major earthquake

were to occur in the Nankai Trough. To prepare for this, we have formulated a Business Continuity Plan to maintain the

continuity of business operations, based on the damage projected by government bodies and are placing foremost priority on

the lives and safety of our employees.

Specifically, buildings and equipment have been made earthquake and tsunami resistant, emergency stockpiles of food,

water, and other essentials are maintained, emergency methods for telecommunications are in place, and Companywide

evacuation drills (including at Group companies located nearby and night drills) and safetyconfirmationdrillsare carried out

regularly. Also, regular initial response drills are carried out at the headquarters and individual business units, procedures to

restore operations havebeenclarified,andasystemforgatheringsupplychaininformationisinplace.Theseandother

measures addressing both tangible and intangible effects are carried out comprehensively and continuously.

Another concern is the outbreak of a potentially global pandemic. To prepare for this possibility, Group companies identify

issues that could affect the continuity of their operations and formulate response plans. Drills simulating actions to be taken at

various stages prior to the full-scale outbreak of a pandemic are carried out regularly, and a structure is in place to guarantee

that businesses are able to continue operating.






ComplianceAn introduction to the Yamaha Motor Group’s initiatives in the area of compliance.

Compliance Structure

The Yamaha Motor Group has established a Risk Management and Compliance Committee, chaired by the Company

President, to create a structure to ensure legal and regulatory compliance throughout the entire Group. The committee

deliberates plans to ensure compliance, and monitors the implementation of those plans and the corporate culture with regard

to compliance. The outcomes of these deliberations and monitoring are reported, as appropriate, to the Board of Directors as

items deliberated by the Risk Management and Compliance Committee, together with ESG risks, and a structure has been

established to ensure their effectiveness.

Specific activities are carried out as per the “Compliance Management Rules,” and the compliance supervising section

manages the Group’s overall activities.

As a way to ensure that compliance is incorporated into the corporate culture, Groupwide compliance awareness surveys

are carried out annually in Japan to confirm the effectiveness of Group compliance measures, including the degree of

understanding and scope of implementation of the Code of Ethics, the extent to which reporting lines and hotlines are used,

and the effectiveness of training programs, as we strive to identify and prevent the occurrence of compliance violations. Based

on the results of these surveys and social trends, the Code of Ethics Guidebook is updated annually, and the Code of Ethics is

reviewed regularly.

Although individual awareness surveys are carried out at overseas Group companies, from 2018 a unified Group

compliance awareness survey was carried out.

Code of Ethics

The Yamaha Motor Group has formulated and disseminated throughout the Group its Code of Ethics, which stipulates

standards of behavior to be observed based on the Company Pledge, passed down since the Company’s foundation, and the

Management Principles. The Code has been translated into local languages at overseas Group companies, and an educational

video has been prepared in 11 languages for use in training at Group companies to familiarize all employees with the Code of

Ethics. Group companies also hold training sessions in the Code of Ethics for new employees.

Code of Ethics (PDF)

Yamaha Motor’s Code of Ethics

In the 2018 compliance awareness survey (Yamaha Motor Co., Ltd.), in response to the question, “Do you have a full

understanding of the contents of the Code of Ethics?”, 69.8% of respondents answered “Yes” while 4.6% answered “No.”

Compliance Risk Assessment

The Yamaha Motor Group’s business activities span the entire world, and these business activities need to comply with various

laws and regulations. A Groupwide risk assessment is carried out annually to identify the common risks that need to be

identified, covering many compliance risks including bribery and corruption, cartels, and security-related export controls. These

risks are then assessed at individual operating divisions and Group companies, appropriate countermeasures are

implemented, and their implementation status is monitored.

In the 2018 compliance awareness survey, in response to the question, “When you are unsure of something in the course

of your work, do you place top priority on compliance?”, 77.5% of respondents answered “Yes” and 2.4% answered “No.”

Compliance and Legal and Regulatory Training

A compliance activity plan is formulated each year, and compliance training is carried out based on this plan. There are two

types of training: level-specific stratified training and specialized training.

a. Compliance training as part of level-specific training

All new employees – both new graduates as well as mid-career hires – and temporary staff take compliance training that

focuses on the Code of Ethics when they join the Company. In addition, when an employee is newly promoted to a

managerial or supervisory position, division manager, or head of a business site, they take compliance training focused on

that position or function annually or as required. This training includes examples of bullying and harassment, and how to

respond when cases are brought to their attention for consultation.

b. Annual compliance training for all employees

All persons who work for Yamaha Motor take compliance training, with the aim of each individual employee creating a model

that will earn the trust of society for the Company as a whole by practicing compliance. This compliance training is carried

out annually (including for temporary staff), and records of attendance are retained. In addition, division managers and

executive officers who are primarily engaged in operating activities take annual compliance training in an effort to

implement compliance from top management down.

In addition, group training programs covering laws and regulations deemed to entail significant risk in the execution of

the Company’s business activities are carried out annually. Our legal and regulatory training in 2018 included such topics as

the “Act against Unjustifiable Premiums and Misleading Representations,” “import/export controls,” “Subcontracting Act

related topics,” “prevention of insider trading,” “intellectual property rights,” “labor risk from long working hours,” and “IT risk.”

In the 2018 compliance awareness survey, in response to the question, “Do you consider the Company’s compliance to be

meaningful?”, 73.7% of respondents answered “Yes” and 5.6% answered “No.”

Training in the Code of Ethics and legal and regulatory training is also carried out for new employees of overseas Group

companies, and the results are monitored at the head office.

Compliance Training in Japan—No. of Attendees (AggregateAttendees)

Executive officer training 24

Division manager training 198

Workplace training 17,107

Laws and regulations training 7,897

E-learning 77,955


In the 2018 compliance awareness survey (Yamaha Motor Co., Ltd.), in response to the question, “Do you have a full

understanding of the contents of the Code of Ethics?”, 69.8% of respondents answered “Yes” while 4.6% answered “No.”

Compliance Risk Assessment

The Yamaha Motor Group’s business activities span the entire world, and these business activities need to comply with various

laws and regulations. A Groupwide risk assessment is carried out annually to identify the common risks that need to be

identified, covering many compliance risks including bribery and corruption, cartels, and security-related export controls. These

risks are then assessed at individual operating divisions and Group companies, appropriate countermeasures are

implemented, and their implementation status is monitored.

In the 2018 compliance awareness survey, in response to the question, “When you are unsure of something in the course

of your work, do you place top priority on compliance?”, 77.5% of respondents answered “Yes” and 2.4% answered “No.”


A compliance activity plan is formulated each year, and compliance training is carried out based on this plan. There are two

types of training: level-specific stratified training and specialized training.

a. Compliance training as part of level-specific training

All new employees – both new graduates as well as mid-career hires – and temporary staff take compliance training that

focuses on the Code of Ethics when they join the Company. In addition, when an employee is newly promoted to a

managerial or supervisory position, division manager, or head of a business site, they take compliance training focused on

that position or function annually or as required. This training includes examples of bullying and harassment, and how to

respond when cases are brought to their attention for consultation.

b. Annual compliance training for all employees

All persons who work for Yamaha Motor take compliance training, with the aim of each individual employee creating a model

that will earn the trust of society for the Company as a whole by practicing compliance. This compliance training is carried

out annually (including for temporary staff), and records of attendance are retained. In addition, division managers and

executive officers who are primarily engaged in operating activities take annual compliance training in an effort to

implement compliance from top management down.

In addition, group training programs covering laws and regulations deemed to entail significant risk in the execution of

the Company’s business activities are carried out annually. Our legal and regulatory training in 2018 included such topics as

the “Act against Unjustifiable Premiums and Misleading Representations,” “import/export controls,” “Subcontracting Act

related topics,” “prevention of insider trading,” “intellectual property rights,” “labor risk from long working hours,” and “IT risk.”

In the 2018 compliance awareness survey, in response to the question, “Do you consider the Company’s compliance to be

meaningful?”, 73.7% of respondents answered “Yes” and 5.6% answered “No.”

Training in the Code of Ethics and legal and regulatory training is also carried out for new employees of overseas Group

companies, and the results are monitored at the head office.


Executive officer training 24

Division manager training 198

Workplace training 17,107

Laws and regulations training 7,897

E-learning 77,955Compliance Training in Japan—No. of Attendees (Aggregate

Attendees)

Level-specific stratified training (division manager, manager,floor manager, new hires, mid-career hires and temporarystaff, etc.)

1,506

Compliance Training at Overseas Group Companies—No. of Attendees (AggregateAttendees)

North America,Europe, Australia

Central andSouth America

ASEAN EastAsia

China andTaiwan

Total

10,222 3,349 17,123 1,776 2,559 35,029

Whistle-Blowing Systems (Compliance Hotlines)

Yamaha Motor has established its Compliance Hotline for any notification of behavior that could violate the Code of Ethics and

for discussion or inquiries regarding compliance in general. The Compliance Hotline has been set up at an external, specialist

institution, and is the common contact point for notification and consultation for all domestic Group companies. A Yamaha

Motor Group Compliance Hotline has been established at an outside institution as a common contact point for employees of

Group companies in Japan to report or discuss issues anonymously. By making it easy to report these issues, we are striving

to prevent the occurrence of and detect at an early stage any illegal or unfair practices. Internal regulations also clearly state

that any retaliation for the use of the internal notification system is strictly prohibited, and employees are reminded of this in

annual compliance training programs.

The Human Resources Division has also established a Harassment Hotline as a contact point and to respond to reports of

harassment.

A Yamaha Motor Group Fair Business Hotline was also established in 2017 as a contact point for suppliers, and, from

2019, its use will be expanded beyond suppliers to include all business partners with which we have ongoing transactions.

During 2018, the Yamaha Motor Group Compliance Hotline received 120 reports (including consultations), the subjects of

which are broken down below. There were no reports involving violations of human rights or bribery and corruption.

2014 2015 2016 2017 2018 (Results)

Reports made 47 63 76 108 120

Subject of Reports in 2018 Percent of Total

Human resources and labor relations 73%

Financial/accounting 11%

Information management 7%

Human rights violation 0%

Corruption prevention 0%

Other 10%

In addition to ongoing activities to promote awareness of the internal notification system, efforts are made through

activities including annual workplace compliance training to deepen employees’ understanding of the system and ensure that

it functions swiftly and appropriately, as a way of instilling a system and corporate culture that incorporates compliance.



Level-specific stratified training (division manager, manager,floor manager, new hires, mid-career hires and temporarystaff, etc.)

1,506

Compliance Training at Overseas Group Companies—No. of Attendees (AggregateAttendees)

North America,Europe, Australia

Central andSouth America

ASEAN EastAsia

China andTaiwan

Total

10,222 3,349 17,123 1,776 2,559 35,029

Whistle-Blowing Systems (Compliance Hotlines)

Yamaha Motor has established its Compliance Hotline for any notification of behavior that could violate the Code of Ethics and

for discussion or inquiries regarding compliance in general. The Compliance Hotline has been set up at an external, specialist

institution, and is the common contact point for notification and consultation for all domestic Group companies. A Yamaha

Motor Group Compliance Hotline has been established at an outside institution as a common contact point for employees of

Group companies in Japan to report or discuss issues anonymously. By making it easy to report these issues, we are striving

to prevent the occurrence of and detect at an early stage any illegal or unfair practices. Internal regulations also clearly state

that any retaliation for the use of the internal notification system is strictly prohibited, and employees are reminded of this in

annual compliance training programs.

The Human Resources Division has also established a Harassment Hotline as a contact point and to respond to reports of

harassment.

A Yamaha Motor Group Fair Business Hotline was also established in 2017 as a contact point for suppliers, and, from

2019, its use will be expanded beyond suppliers to include all business partners with which we have ongoing transactions.

During 2018, the Yamaha Motor Group Compliance Hotline received 120 reports (including consultations), the subjects of

which are broken down below. There were no reports involving violations of human rights or bribery and corruption.

2014 2015 2016 2017 2018 (Results)

Reports made 47 63 76 108 120

Subject of Reports in 2018 Percent of Total

Human resources and labor relations 73%

Financial/accounting 11%

Information management 7%

Human rights violation 0%

Corruption prevention 0%

Other 10%

In addition to ongoing activities to promote awareness of the internal notification system, efforts are made through

activities including annual workplace compliance training to deepen employees’ understanding of the system and ensure that

it functions swiftly and appropriately, as a way of instilling a system and corporate culture that incorporates compliance.

Internal notification systems have also been established and operate at major overseas Group companies, based on the

local laws and regulations and other circumstances specific to each respective company.

Internal notifications that are confirmed to point to a problem are handled as cases and are responded to based on the

“Rules for Initial Response to an Emergency.” In addition, a global internal notification contact point is being set up at an

outside institution from 2018 to enable notification of inappropriate actions being taken by managers of overseas subsidiaries,

as we strive to detect inappropriate behavior globally at an early stage.

Thorough Import and Export Management

Because a large proportion of the Yamaha Motor Group’s business activities are conducted outside of Japan, we are

constantly engaged in activities which place importance upon the management of imports and exports.

As an initiative related to exports, at Yamaha Motor Co., Ltd., we conduct Security Trade Control (STC) study sessions and

liaison meetings based upon compliance with the Foreign Exchange and Foreign Trade Act and other related laws and

regulations. For relevant departments and Group companies, regular and comprehensive educational training sessions are

implemented. As one aspect of training for those engaged in trade, we encourage employees to take the STC Associate and

STC Expert examinations and we have had successful candidates each year.

We continue our initiatives to prevent the order, import, transfer and supply of goods which are confirmed to contain

substances prohibited for use in manufacturing or where the inclusion of such substances cannot be confirmed.

A practical accreditation exam for security trade control conducted by the Center for Information on Security Trade Control(CISTEC), a non-profit and non-governmental organizationAn accreditation exam demanding a higher level of ability compared to the “STC Associate Examination”Substances indicated in Item 1, Article 16 of the Enforcement Order of Industrial Safety and Health Law


*1

*2

*3

*1

*2*3





Internal notification systems have also been established and operate at major overseas Group companies, based on the

local laws and regulations and other circumstances specific to each respective company.

Internal notifications that are confirmed to point to a problem are handled as cases and are responded to based on the

“Rules for Initial Response to an Emergency.” In addition, a global internal notification contact point is being set up at an

outside institution from 2018 to enable notification of inappropriate actions being taken by managers of overseas subsidiaries,

as we strive to detect inappropriate behavior globally at an early stage.

Thorough Import and Export Management

Because a large proportion of the Yamaha Motor Group’s business activities are conducted outside of Japan, we are

constantly engaged in activities which place importance upon the management of imports and exports.

As an initiative related to exports, at Yamaha Motor Co., Ltd., we conduct Security Trade Control (STC) study sessions and

liaison meetings based upon compliance with the Foreign Exchange and Foreign Trade Act and other related laws and

regulations. For relevant departments and Group companies, regular and comprehensive educational training sessions are

implemented. As one aspect of training for those engaged in trade, we encourage employees to take the STC Associate and

STC Expert examinations and we have had successful candidates each year.

We continue our initiatives to prevent the order, import, transfer and supply of goods which are confirmed to contain

substances prohibited for use in manufacturing or where the inclusion of such substances cannot be confirmed.

A practical accreditation exam for security trade control conducted by the Center for Information on Security Trade Control(CISTEC), a non-profit and non-governmental organizationAn accreditation exam demanding a higher level of ability compared to the “STC Associate Examination”Substances indicated in Item 1, Article 16 of the Enforcement Order of Industrial Safety and Health Law


*1

*2

*3

*1

*2*3





Sustainable Development Goals (SDGs)Introducing the Yamaha Motor Group’s SDGs

Approach to SDGs

The United Nations Sustainable Development Summit was held in September 2015, and passed Sustainable Development

Goals (SDGs) comprising 17 goals and 169 targets as a “plan of action for people, planet and prosperity.”

The Yamaha Motor Group is engaged in business activities around the world, with the corporate mission of being a

“Kando Creating Company—Offering new excitement and a more fulfilling life for people all over the world.” We have laid out

our approach to the Group’s sustainability in the preamble of our Basic Policies of CSR, adopted in 2011, which states that the

Group “strives to contribute to the sustainable development of society through our business activities based on our corporate

philosophy.”

We are pursuing the SDGs as part of our commitment to sustainability, with the aim of achieving corporate growth through

the resolution of social issues in the countries and communities in which we operate, as a company that all stakeholders,

including society, always look to for the next advances and innovations.

Examples of SDG-Related Activities

Activity Related SDG

Supporting employment and education withmotorcycles

Vitalizing local communities through increasedoverseas manufacturing

Promoting traffic safety

Improving the technical skills of motorcycletechnicians

Developing technical skills by leveragingJapanese-style manufacturing

Modernizing fishing industries in developingcountries with outboard motors

Sustainable Development Goals (SDGs)Introducing the Yamaha Motor Group’s SDGs

Approach to SDGs

The United Nations Sustainable Development Summit was held in September 2015, and passed Sustainable Development

Goals (SDGs) comprising 17 goals and 169 targets as a “plan of action for people, planet and prosperity.”

The Yamaha Motor Group is engaged in business activities around the world, with the corporate mission of being a

“Kando Creating Company—Offering new excitement and a more fulfilling life for people all over the world.” We have laid out

our approach to the Group’s sustainability in the preamble of our Basic Policies of CSR, adopted in 2011, which states that the

Group “strives to contribute to the sustainable development of society through our business activities based on our corporate

philosophy.”

We are pursuing the SDGs as part of our commitment to sustainability, with the aim of achieving corporate growth through

the resolution of social issues in the countries and communities in which we operate, as a company that all stakeholders,

including society, always look to for the next advances and innovations.

Examples of SDG-Related Activities

Activity Related SDG

Supporting employment and education withmotorcycles

Vitalizing local communities through increasedoverseas manufacturing

Promoting traffic safety

Improving the technical skills of motorcycletechnicians

Developing technical skills by leveragingJapanese-style manufacturing

Modernizing fishing industries in developingcountries with outboard motors

Training engineers by transferring FRP boatmanufacturing technology

Verification testing of mobility support forpersons with limited mobility

Increasing efficiency of agricultural operationswith unmanned helicopters

Yamaha Clean Water Supply System

Cleaning up beaches to protect endangeredspecies

Cleaning up lakeshores using marine products

Protecting rare plant species


Yamaha Motor Foundation for Sports


Major social issues identified in the Medium- to Long-Term Strategy





Training engineers by transferring FRP boatmanufacturing technology

Verification testing of mobility support forpersons with limited mobility

Increasing efficiency of agricultural operationswith unmanned helicopters



Cleaning up lakeshores using marine products

Protecting rare plant species




Major social issues identified in the Medium- to Long-Term Strategy





Approach to Sustainable Development Goals (SDGs)Introducing the Yamaha Motor Group’s SDGs

Creating possibilities and enriching the lives of young people

Supporting employment and education withmotorcyclesMore than 80% (unit sales basis) of Yamaha’s motorcycles—

our main business—are sold in Asia outside Japan. Their

primary use is for daily mobility. As a means of commuting to

school or to work, these motorcycles are creating possibilities

and enriching the lives of young people in these countries.

Improving local economies through globalization of business

Vitalizing local communities through increasedoverseas manufacturingYamaha Motor has roughly 150 Group companies in more

than 30 countries and regions around the world, developing,

manufacturing, and selling products in a broad range of fields.

Our manufacturing activities in emerging markets such as

India, in particular, are gaining momentum year by year,

significantly contributing to increased employment in these

local communities.

Correct and safe use of products

Promoting traffic safetyWe are engaged in a wide range of activities to promote

motorcycle safety, from safe riding courses for general

customers, to workshops for companies and organizations

that use our products commercially and the training of

instructors at affiliated companies in various countries.

Yamaha Riding Academy Movie

Yamaha Riding Academy

Yamaha Technical Academy

Improving the technical skills of motorcycletechniciansYamaha Technical Academy is an educational program for

Yamaha motorcycle technicians. Enhancing the skills of these

technicians increases customer satisfaction and benefits our

sales network, enriching the lives of the people involved in

these activities.

Aiming to raise the level of local manufacturing skills

Developing technical skills by leveragingJapanese-style manufacturingYamaha Motor’s Indian subsidiaries and local NGOs have

been setting up Yamaha Training Schools since 2013. In

2017, Yamaha Motor NTTF Training Center was opened to

develop human resources in India, as part of the public-

private sector Manufacturing Skill Transfer Promotion

Program. Both facilities are contributing to higher levels of

technology and enriching daily lives in the communities in

which they operate.

Promoting the fishing industry with marine engines

Modernizing the fishing industry with Enduro, anoutboard motor tailored to the difficultenvironments of developing countriesWe help modernize the fishing industry by introducing

outboard motors as well as the Japanese way of fishing, and

handling and processing fish in countries where people use

wooden boats with oars and sails. This expands accessibility

to larger fishing grounds, increases the types of fish caught,

and brings them back to market more quickly. Given the

potential threat of outboard motor breakdowns on the lives of

Yamaha World Technician GP

India Institute for Manufacturing







these activities.









which they operate.

















these activities.









which they operate.











fishermen, Enduro was invented for use in difficult

environments while running on inferior fuel. Our efforts to

train local mechanics and set up parts networks are also

widely supported by fishing communities.

From wooden boats to FRP boats

Training engineers by transferring FRP boatmanufacturing technologyWe have launched “technical assistance factories” for FRP

boats around the world. Today, 14 facilities spanning 13

countries produce 3,000 boats annually, and also play a role in

training technicians, creating employment, and promoting the

fishing, tourism, and transport industries. The transition to

FRP boats from wooden boats also reduces deforestation as

well as operating costs for small-scale fishermen and

fisherwomen, while reducing CO emissions through low fuel

consumption. FRP boats also reduce accidents associated

with wooden boats and promote the safety of boat operations

and fishing.

Building community-friendly transport systems

Verification testing of mobility support forpersons with limited mobilityWe carried out verification testing in Japan for automated

driving services using golf car-based vehicles, as part of a

Ministry of Land, Infrastructure, Transport and Tourism-led

project to create safe transport for people and goods in rural

areas with aging populations.

Enduro

Fishery Journal Digital Archive

2

FRP Boats in Mauritania Movie

Modernizing Fishery in Africa Movie
















and fishing.







Enduro


2


















and fishing.







Enduro


2




Increasing agricultural productivity 10-fold

Increasing efficiency of agricultural operationswith unmanned helicoptersYamaha Motor’s industrial-use unmanned helicopters are

dramatically increasing the efficiency of agricultural

operations through remote operations for spreading

pesticides and direct rice seeding. We are working toward

achieving the 2016–2018 Medium-Term Management Plan

target of “offering productivity 10 times greater than

previously.”

Bringing smiles to faces through clean water

Yamaha Clean Water Supply SystemWe have developed the Yamaha Clean Water Supply System,

which purifies surface water, and installed the system in areas

where it is difficult to access clean drinking water. In addition

to improving the lives of people in these areas by alleviating

illnesses caused by contaminated water, this initiative has

provided more time for women and children, who are primarily

responsible for drawing and carrying water, to engage in

studies and other productive activities. The system also

contributes to promoting water sales and delivery businesses,

and to less burning of wood by eliminating the need to boil

water.

Protecting the ocean, our business field


Annual Report 2016

Rev Story: Transforming Agriculture from the Air Movie

Joint business to offer software and services for smartagriculture


Working to Change Water and Lives in Africa Movie

Bringing Beautiful Change to People’s Lives Movie

Annual Report 2016
















and fishing.







Enduro


2




Since 1991, we have been carrying out ongoing beach

cleanups and baby loggerhead sea turtle observation tours at

the Nakatajima Sand Dunes (in the southern part of

Hamamatsu, Shizuoka Prefecture), where turtles come to lay

their eggs, to protect endangered loggerhead sea turtles.

Effective lake cleanups with our products

Cleaning up lakeshores using marine productsTo protect the natural environment of Lake Hamana in

Shizuoka Prefecture, we have held semiannual “Marine

Cleanup Activities at Lake Hamana” continuously since 2013,

using Yamaha Motor’s boats and outboard motors. We

conduct effective cleanups by utilizing the distinctive features

of our products.

Preserving biodiversity

Protecting rare plant speciesPrior to the construction of our motorcycle test course in

Kikukawa, Shizuoka Prefecture, in 2008 we carried out a one-

year environmental assessment of the site and surrounding

area. Thereafter, we transplanted rare plant species, and we

continue to carry out activities to protect and monitor rare

plant species.

Removing alien plant species from seashores

Removing alien plant speciesTogether with our beach cleanup activities at the Nakatajima

Sand Dunes (in the southern part of Hamamatsu, Shizuoka

Prefecture), we remove alien plant species including

Baby Turtle Observation Tour and “Sustainable Beach”Project

Marine Cleanup Activities at Lake Hamana

Protecting Rare Plant Species at the Yamaha MotorKikukawa Test Course

Increasing agricultural productivity 10-fold

Increasing efficiency of agricultural operationswith unmanned helicoptersYamaha Motor’s industrial-use unmanned helicopters are

dramatically increasing the efficiency of agricultural

operations through remote operations for spreading

pesticides and direct rice seeding. We are working toward

achieving the 2016–2018 Medium-Term Management Plan

target of “offering productivity 10 times greater than

previously.”

Bringing smiles to faces through clean water

Yamaha Clean Water Supply SystemWe have developed the Yamaha Clean Water Supply System,

which purifies surface water, and installed the system in areas

where it is difficult to access clean drinking water. In addition

to improving the lives of people in these areas by alleviating

illnesses caused by contaminated water, this initiative has

provided more time for women and children, who are primarily

responsible for drawing and carrying water, to engage in

studies and other productive activities. The system also

contributes to promoting water sales and delivery businesses,

and to less burning of wood by eliminating the need to boil

water.

Protecting the ocean, our business field


Annual Report 2016

Rev Story: Transforming Agriculture from the Air Movie

Joint business to offer software and services for smartagriculture


Working to Change Water and Lives in Africa Movie

Bringing Beautiful Change to People’s Lives Movie

Annual Report 2016












of our products.







plant species.









Oenothera laciniata and Diodia teres in May and September of

each year, to create an environment compatible for the

endangered riverside tiger beetle.

Creating healthy people and society through sports

Yamaha Motor Foundation for SportsThe Yamaha Motor Foundation for Sports supports activities

for sports enthusiasts and provides opportunities for children

to experience sports, with the aim of creating people and a

society that shares a passion for pursuing challenges.


Removing Alien Plant Species
















of our products.







plant species.








Oenothera laciniata and Diodia teres in May and September of

each year, to create an environment compatible for the

endangered riverside tiger beetle.

Creating healthy people and society through sports

Yamaha Motor Foundation for SportsThe Yamaha Motor Foundation for Sports supports activities

for sports enthusiasts and provides opportunities for children

to experience sports, with the aim of creating people and a

society that shares a passion for pursuing challenges.


Removing Alien Plant Species






Yamaha Motor signed the UN Global CompactIntroducing the Yamaha Motor Group’s support of the UN Global Compact

The UN Global Compact is a set of 10 voluntary principles in four areas, proposed by then UN

Secretary-General KofiA.AnnanattheWorld Economic Forum held in January1999.Yamaha

Motor Group's president signed the UN Global Compact, registering as a participating company on

December5,2017.

Yamaha Motor Group aims to - in addition to promoting our own CSR practices - further

promote initiative towards Sustainable Development Goals(SDGs), working towards corporate growth through solving societal

issues in the countries and regions in which it operates.We report annually our concrete activities for the pursuit of the Global

Compact Principles to the UN Global Compact and participate in the working groups including “Human Rights Due Diligence

“subcommitteeoftheGlobalCompactNetworkJapan.

The Ten Principles of the UN Global Compact

Human Rights Principle 1: Businesses should support and respect the protection ofinternationally proclaimed human rights

Principle 2: Businesses should make sure that they are not complicit inhuman rights abuses

Labour Principle 3: Businesses should uphold the freedom of association andthe effective recognition of the right to collective bargaining

Principle 4: Businesses should eliminate all forms of forced andcompulsory labour

Principle 5: Businesses should effectively abolish child labourPrinciple 6: Businesses should eliminate discrimination in respect of

employment and occupation

Environment Principle 7: Businesses should support a precautionary approach toenvironmental challenges

Principle 8: Businesses should undertake initiatives to promote greaterenvironmental responsibility

Principle 9: Businesses should encourage the development anddiffusion of environmentally friendly technologies

Anti-Corruption Principle 10: Businesses should work against corruption in all its forms,including extortion and bribery






Commitment of Participation in the Science Based Targets initiative (SBTi)The Yamaha Motor Group committed its participation in SBTi in May 2018.

The Science Based Targets initiative (SBTi) involvescompaniespubliclydeclaring,setting,andimplementingscientifically-

based greenhouse gas emissions reduction targets in order to reach the Paris Agreement target of keeping the global

temperature increase below 2°C. This is an international initiative supported by international NGOs in environmentalfields

such as climate change, including the CDP, World Resources Institute (WRI), World Wide Fund for Nature (WWF), and United

Nations Global Compact.

The Yamaha Motor Group committed its participation in SBTi in order to contribute to the decarbonization of society.

Moving forward, the Group will take initiatives toward the setting and realizing of targets.






Third-Party ESG (Environmental, Social, and Governance) EvaluationsIntroducing third-party ESG (environmental, social, and governance) evaluations

With an increasing emphasis on socially responsible investment (SRI) that identifiescompanies for investment using evaluations from environmental and social perspectives inaddition to financial analysis, Yamaha Motor proactively releases ESG-related information.The following are some of third-party evaluations we have received.

FTSE4Good / FTSE Blossom Japan

Yamaha Motor is included in the world renowned ESG (Environment, Society, and Governance) index “FTSE4Good Index Series”

as well as “FTSE Blossom Japan Index”, which has been adopted by the Government Pension Investment Fund (GPIF).

S&P Japan 500 ESG

Yamaha Motor is included in "S&P Japan 500 ESG," created by S&P Dow Jones Indices LLC of the U.S., the world's largest

financial index production company.

SNAM Sustainability Index

Yamaha Motor is included in the 2019 SNAM Sustainability Index, managed by Sompo Japan Nipponkoa Asset Management

Co., Ltd., to facilitate SRI for pension funds and institutional investors investing in a broad range of companies that are highly

rated for their environmental, social, and governance activities.

Certified Health and Productivity Management Organization Recognition Program – White 500

Yamaha Motor was recognized in 2018 in the Certified Health and Productivity Management Organization Recognition

Program – White 500, established by the Ministry of Economy, Trade and Industry to recognize outstanding companies and

organizations for their health and productivity management.






Human RightsThoughts on Human Rights

For Investors

Management Policy

Corporate Governance

IR Calendar

Annual Report and Fact Book

Shareholder Information

Stocks and Bonds

Discover Yamaha Motor

Financial Data

IR Mailing Service

Disclosure Policy

Cautionary Statement

FAQs

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As described in Basic Policies of CSR, the Yamaha Motor Group strives to contribute to the sustainable

development of society through our business activities based on our corporate philosophy and to always abide by

the letter and spirit of domestic and international laws and regulations. We are dedicated to earning the trust of

the global community, and we place great value on communicating with all stakeholders. We recognize that

respect for human rights is an issue of vital importance.

In 2017, the Yamaha Motor Group signed on to the UN Global Compact advocated by the United Nations. As

a corporate group, we have and will continue to support the Universal Declaration of Human Rights, the

International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the Guiding

Principles on Business and Human Rights, and the Children’s Rights and Business Principles, which support the

principles related to human rights and labor in the UN Global Compact.

The Yamaha Motor Group strives to ensure legal compliance in every country and community where the

Group companies pursue business activities. But no matter what laws and regulations might prevail, business is

conducted with priority given to international agreements and the spirit of the UN Global Compact. In addition, the

scope of respect for human rights goes beyond employees of the Yamaha Motor Group to include suppliers and

other business partners.

The Yamaha Motor Group maintains the following policies and guidelines relatedto human rights.

Respect Employees' Human Rights

Basic Policies of CSRWe will provide equal employment opportunities and fair working conditions to employees, recognizing diversity

and refraining from discriminatory practices, prohibit child labor and forced labor, and engage employees in

honest communication and dialogue.

Code of EthicsWe will forbid derogatory comments against employees on the basis of race, nationality, ideals, principles in life,

physical characteristics, personality, relatives, etc., that abuse or deny a person’s character, and harassment of

any kind, including sexual harassment.

Print for Japanese

Supporting the UN Global Compact

Basic Policies of CSR—Employees' column

Code of Ethics V. Respect for Human Rights1. Human Rights and 2. Prevention ofHarassment (PDF 801KB)

IR Library

Financial Materials

ESG-Related Information

Human RightsThoughts on Human Rights

For Investors

Management Policy


IR Calendar



Stocks and Bonds


Financial Data

IR Mailing Service

Disclosure Policy


FAQs

Sitemap

Text Size A A A

As described in Basic Policies of CSR, the Yamaha Motor Group strives to contribute to the sustainable

development of society through our business activities based on our corporate philosophy and to always abide by

the letter and spirit of domestic and international laws and regulations. We are dedicated to earning the trust of

the global community, and we place great value on communicating with all stakeholders. We recognize that

respect for human rights is an issue of vital importance.

In 2017, the Yamaha Motor Group signed on to the UN Global Compact advocated by the United Nations. As

a corporate group, we have and will continue to support the Universal Declaration of Human Rights, the

International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, the Guiding

Principles on Business and Human Rights, and the Children’s Rights and Business Principles, which support the

principles related to human rights and labor in the UN Global Compact.

The Yamaha Motor Group strives to ensure legal compliance in every country and community where the

Group companies pursue business activities. But no matter what laws and regulations might prevail, business is

conducted with priority given to international agreements and the spirit of the UN Global Compact. In addition, the

scope of respect for human rights goes beyond employees of the Yamaha Motor Group to include suppliers and

other business partners.

The Yamaha Motor Group maintains the following policies and guidelines relatedto human rights.

Respect Employees' Human Rights

Basic Policies of CSRWe will provide equal employment opportunities and fair working conditions to employees, recognizing diversity

and refraining from discriminatory practices, prohibit child labor and forced labor, and engage employees in

honest communication and dialogue.

Code of EthicsWe will forbid derogatory comments against employees on the basis of race, nationality, ideals, principles in life,

physical characteristics, personality, relatives, etc., that abuse or deny a person’s character, and harassment of

any kind, including sexual harassment.

Print for Japanese


Basic Policies of CSR—Employees' column

Code of Ethics V. Respect for Human Rights1. Human Rights and 2. Prevention ofHarassment (PDF 801KB)

IR Library

Financial Materials



Respecting Suppliers and Other Business Partners’ Human Rights

Basic Policies of CSRWe will respect our suppliers and business partners and maintain an open door to new business partners around

the world tofindsuppliers,regardless of nationality or size.

Requiring Suppliers and Other Business Partners to Respect Human Rights

CSR Guideline for SuppliersWe ask that our suppliers strive in all aspects of employment to eliminate discrimination on the basis of race,

ethnicity,nationality,religion,sexandotherissues,to refrain from the use of child labor or forced labor,to ensure

fairworkinghoursandwages,andto engage employees in dialogue and communication in good faith.

Preamble to Basic Policies of CSRSuppliers are asked to uphold the Basic Policies of CSR maintained by the Yamaha Motor Group.

Statement on UK Modern Slavery ActWeissuedourfirststatementinJuly2017,inaccordance with the UK Modern Slavery Act.

Key Measures and Due Diligence Processes

Ourriskmanagementsystem,whichcovers all business units and subsidiaries under the Group umbrella,hasa

human rights-related component addressing associated risk in our own operations and across the supply chain.

We monitor,assessandformulatemeasures tomitigatesuchrisk.In2018,riskrelated to human rights was

identifiedatfourGroup companies. Of the issues that came tolight,mosthadto do with harassment.

Compliance training and other approaches were subsequently implemented.

In addition totheuseofariskmanagementsystem,weconductacomplianceawareness survey at Group

companiesinJapanto gauge how aware employees are about human rights. The scope of implementation is to

be graduallyexpandedthroughout the Group,beginningin2018.We will establish a reporting line to enable

employees to report a problem right away in the eventasituationarises,andweintendto set up and operate a

whistleblowing system.

Tocomplementthewhistleblowingsystem,whichenablesemployees to report a situation anonymously should

they themselvesencounterinfringementofhumanrights,includingharassment,orthey see or hear of others

experiencingaviolationofhumanrights,wemaintainaHarassmentHotline.In2017,weopenedaFair Business

Basic Policies of CSR—Business Partners'column

CSR Guideline for Suppliers

Approach to CSR

Yamaha Motor Europe Modern Slavery ActStatementforFY2016(PDF301KB)

Risk Management

Compliance


Hotline as a contact point for suppliers and other business partners to make issues known to us. This hotline

deals with comments regarding Yamaha Motor Company and domestic companies under the Group umbrella.

In addition, we participate in and implement the activities of the Human Rights Due Diligence Working Group

oftheGlobalCompactNetworkJapan(theJapanofficefortheUNGlobalCompact),andare also working to

raise the level of support for human rights at Yamaha Motor.

We believe that education is the most vital means to prevent the risk of human rights violations from

appearing. We work to raise awareness of human rights by providing an educational program about the Code of

Ethics for all employees in the Group. In 2017, we ran compliance training for directors on the theme of human

rights in the supply chain.

Note that the Yamaha Motor Group had no reports of human rights violations in 2018.



Respecting Suppliers and Other Business Partners’ Human Rights

Basic Policies of CSRWe will respect our suppliers and business partners and maintain an open door to new business partners around

the world tofindsuppliers,regardless of nationality or size.

Requiring Suppliers and Other Business Partners to Respect Human Rights

CSR Guideline for SuppliersWe ask that our suppliers strive in all aspects of employment to eliminate discrimination on the basis of race,

ethnicity,nationality,religion,sexandotherissues,to refrain from the use of child labor or forced labor,to ensure

fairworkinghoursandwages,andto engage employees in dialogue and communication in good faith.

Preamble to Basic Policies of CSRSuppliers are asked to uphold the Basic Policies of CSR maintained by the Yamaha Motor Group.

Statement on UK Modern Slavery ActWeissuedourfirststatementinJuly2017,inaccordance with the UK Modern Slavery Act.

Key Measures and Due Diligence Processes

Ourriskmanagementsystem,whichcovers all business units and subsidiaries under the Group umbrella,hasa

human rights-related component addressing associated risk in our own operations and across the supply chain.

We monitor,assessandformulatemeasures tomitigatesuchrisk.In2018,riskrelated to human rights was

identifiedatfourGroup companies. Of the issues that came tolight,mosthadto do with harassment.

Compliance training and other approaches were subsequently implemented.

In addition totheuseofariskmanagementsystem,weconductacomplianceawareness survey at Group

companiesinJapanto gauge how aware employees are about human rights. The scope of implementation is to

be graduallyexpandedthroughout the Group,beginningin2018.We will establish a reporting line to enable

employees to report a problem right away in the eventasituationarises,andweintendto set up and operate a

whistleblowing system.

Tocomplementthewhistleblowingsystem,whichenablesemployees to report a situation anonymously should

they themselvesencounterinfringementofhumanrights,includingharassment,orthey see or hear of others

experiencingaviolationofhumanrights,wemaintainaHarassmentHotline.In2017,weopenedaFair Business

Basic Policies of CSR—Business Partners'column

CSR Guideline for Suppliers

Approach to CSR

Yamaha Motor Europe Modern Slavery ActStatementforFY2016(PDF301KB)

Risk Management

Compliance


Anti-CorruptionThe related information can be viewed from here.

For Investors

Management Policy


IR Calendar



Stocks and Bonds


Financial Data

IR Mailing Service

Disclosure Policy


FAQs

Sitemap

Text Size A A A

We have implemented anti-corruption measures throughout the Group.

We participate in the UN Global Compact, which strives to prevent corruption.

Includes amounts used for political contributions, lobbying, etc.


Print for Japanese

Anti-Corruption Measures


Amounts Used for Political Contributions,Lobbying, etc.

IR Library

Financial Materials


Anti-CorruptionThe related information can be viewed from here.

For Investors

Management Policy


IR Calendar



Stocks and Bonds


Financial Data

IR Mailing Service

Disclosure Policy


FAQs

Sitemap

Text Size A A A

We have implemented anti-corruption measures throughout the Group.

We participate in the UN Global Compact, which strives to prevent corruption.

Includes amounts used for political contributions, lobbying, etc.


Print for Japanese



Amounts Used for Political Contributions,Lobbying, etc.

IR Library

Financial Materials



Anti-Corruption MeasuresAn introduction to the Yamaha Motor Group's initiatives in the area of anti-corruption measures.


With regard to preventing bribery, risks evaluated on a common basis Groupwide are included under “corruption” in the

comprehensive risk management ledger, and bribery is included in the corrupt practices evaluated by the operating divisions

and Group companies. The Board of Directors monitors management status as an ESG issue, while also receiving regular

reports from the Risk Management and Compliance Committee. In addition, a Guidebook to Prevent BriberyofPublicOfficials

has been prepared and disseminated throughout the Yamaha Motor Group. Other programs have been established to ensure

the thorough prevention of corruption, including training on laws and regulations and trainingintendedforspecificgroups or

individuals (in particular, persons scheduled for overseas assignments or other positions where they may be exposed to

potential high risks). A prior consultation system has also been introduced to prevent bribery, and prior consultation with the

relevant legal affairs division is mandatory in cases wherebenefitsare provided topublicofficialsinJapanoranyother

country, or for subcontracting where there areexistingpossibilitiesofcontactwithpublicofficialsinJapanoranyother

country. Mandatory procedures are also in place for political contributions, based on the laws of each country involved.

There werenosignificantlegalviolationsdueto non-compliance with the anti-corruption policy in 2018, and no penalties,

surcharges, or settlements related to corruption.






Amounts Used for Political Contributions, Lobbying, etc.Amounts used for political contributions, lobbying, etc. can be viewed from here.

For Investors

Management Policy


IR Calendar



Stocks and Bonds


Financial Data

IR Mailing Service

Disclosure Policy


FAQs

Sitemap

Text Size A A A

Amounts used for political contributions, lobbying, etc. (not includingdonations to business organizations, NGOs, etc.)

Yamaha Motor: Unit – million yen

2015 2016 2017 2018

Amount 14 15 13 14

Note: The amount shown above for contributions to political organizations in 2018 includes ¥6.50 million to the

People’s Political Association.


Print for Japanese

IR Library

Financial Materials


Amounts Used for Political Contributions, Lobbying, etc.Amounts used for political contributions, lobbying, etc. can be viewed from here.

For Investors

Management Policy


IR Calendar



Stocks and Bonds


Financial Data

IR Mailing Service

Disclosure Policy


FAQs

Sitemap

Text Size A A A

Amounts used for political contributions, lobbying, etc. (not includingdonations to business organizations, NGOs, etc.)

Yamaha Motor: Unit – million yen

2015 2016 2017 2018

Amount 14 15 13 14

Note: The amount shown above for contributions to political organizations in 2018 includes ¥6.50 million to the

People’s Political Association.


Print for Japanese

IR Library

Financial Materials



Tax mattersThis section introduces initiatives we have in place at the Yamaha Motor Group for tax governance.

Basic Tax Policy

The Yamaha Motor Group has established the following basic tax policy.Thetaxfunctionoftheheadofficeisto carry out

required tax duties in accordance with the company’s tax policy and report the status of its progress to the director in charge

of the corporateplanningandfinancialdomainsinatimelymanner. Based on the company’s basic tax policy, the tax function

oftheheadofficeprovides employees throughout the company and within the Yamaha Motor Group companies with

appropriateguidanceontaxation.Theheadofficealsoworksto maintain a governance system related to taxation across the

group itself.

Aims

Contributing to the nation and society through tax payment is one of Yamaha Motor's management principles and is part of

the company’s global implementation of social responsibility. In pursuit of this philosophy, Yamaha Motor Group companies

always pay their taxes both correctly and in a timely manner.

Three Basic Elements

LegalCompliance

The Yamaha Motor Group complies with the tax laws of each country, andrespects standards set out by international organizations.

MaintainingTransparency

Yamaha Motor will disclose tax payment information tostakeholders includingtax authorities in a timely and appropriate manner.

Relationshipwith Tax

Authorities

Yamaha Motor strives to establish and maintain appropriate relationships withthe tax authorities based in each country. Yamaha Motor endeavors to be fullyaccountable to ensure against any discrepancies with the tax authorities onindividual matters.In the event of a differing viewpoint with an authority, Yamaha Motor will alwaystake appropriate measures to solve any dispute, and in this way, maintain ourbusiness value.

Structural frameworkto secure the above three elements

TaxGovernance

System

Yamaha Motor positions tax governance as management responsibility for thedirector in charge of corporateplanningandfinancialdomainsandgivescorporate tax function its executive authority.The Yamaha Motor group companies and their employees receive appropriateguidance fromtheheadofficetaxfunctionasrequired and carry out businessactivities in accordance with Group Financial and Accounting DetailedGuidelines.

Tax FunctionResponsibilities

Theheadofficetaxfunctionestablishesandmanagesthetaxgovernancesystem within the group based on this basic tax policy and monitors thatbusiness activities are properly conducted in accordance with this policy.

BusinessActivity

Principles

Role and cost sharing among group companies arebasedonthebeneficiary-to-pay principle.For regular transactions between group companies, we recommend thesetting of transaction prices based on the arm’s length principle.Yamaha Motor does not set up transaction structuresthatlackeconomicsubstance for the purpose of any tax avoidance.

DoubleTaxation

Avoidance

Through various activities aimed at avoiding double taxation, Yamaha Motorhas established and maintains appropriate relations with tax authorities andworks to optimize mid- and long-term tax related expenses.

Application ofPreferential Tax

Benefits

Yamaha Motor considers the applications of any preferentialtaxbenefitsandstrives to optimize all tax-related expenses in the planning and promotion ofits business activities.






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